Corporate Value Creation Model in South Africa: A Comparative Study with the UK, India, Sri Lanka, Botswana, and Germany

Significance of the Chapter This chapter of the thesis analyzes the Anglo-American Shareholder Corporate Value Model of the South Africa. The analysis will find how its corporate value model has been modified for addressing the contemporary issue of the Anglo-American Corporate Value Model, i.e., short-termism. The findings are vital to understand the significant modifications made to the UK’s value model discussed in the Chap. 3 , and Indian corporate value model discussed in the Chap. 5 , Besides, Chaps. 6 and 7 analyze two emerging countries’ traditional (insignificantly modified) Anglo-American Value model. Chapter 8 analyzes the alternative corporate value creation model known as Continental European Corporate Value Model. The findings of these six models can be comparatively understood for their similarities and differences. The findings of the comparative study are useful for two architects of the corporate governance of a country. They are the legislators who modify the corporate law and the professional body who prescribe the best practices. Corporate leaders can understand the nature and extent of their corporate value model in which they create value with their companies. Academics can critically evaluate these models and develop to the next level of these models so that the corporate architects can incorporate them in the corporate law and best practices. The public at large who has an interests of non-shareholder stakeholders such as employees, society, and the environment can understand how the corporate value model in their countries can be reshaped for their benefit. These findings are useful for students who would be future corporate law and best practices architects, a part of civil society, corporate leaders, and academia.