Collapse of Big Banks in Ghana:Lessons on Its Corporate Governance

Agyemang Andrew Osei, Kong Yusheng, Ayamba Emmanuel Caesar, Vincent Konadu Tawiah, Twum Kissiwaa Angelina


Funding: National Natural Science Foundation of China (No. 71371087)


The news that two indigenous banks, UT and Capital Bank have been taken over by GCB Bank has come as a shock to many Ghanaians, as just a year ago, Capital Bank was adjudged the Best Growing Bank, and Best Bank in Deposits & Savings at the15th Edition of Ghana Banking Awards while UT Bank was adjudged best bank in 2011 by the same institution. UT bank is one of Ghana’s most celebrated brands, after it evolved from a micro-finance company into a successful bank.The study reveals the weak compliance to common Corporate Governance practices within the two banks. Specifically, the two banks had small board size as compared to the standard size of the banking industry. Also, the boards did not have enough committees to discharge its operation. The independence of the boards was also impaired as in most of the directors are executives and the non-executive directors have a close relationship with the promoters and executives.

Keywords: Corporate Governance, Collapse, Commercial Banks, Board of Directors

DOI: 10.7176/RJFA/10-10-04

Publication date:May 31st 2019

Full Text: PDF
Download the IISTE publication guideline!

To list your conference here. Please contact the administrator of this platform.

Paper submission email:

ISSN (Paper)2222-1697 ISSN (Online)2222-2847

Please add our address "" into your email contact list.

This journal follows ISO 9001 management standard and licensed under a Creative Commons Attribution 3.0 License.

Copyright ©