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The purpose of this paper is to critically examine the multinational oil companies (MOCs) corporate social responsibility (CSR) initiatives in Nigeria. Its special focus is to investigate the impact of the global memorandum of understanding (GMoU) on development of rural women's traditional enterprises in the Niger Delta region. A total of 2,400 women were sampled across the region. Results from the use of a combined propensity score matching and logit model indicate that the GMoU model of the CSR has recorded significant success in supporting farming and fishing transformation generally, but has also undermined those initiatives that focused on empowering rural women in traditional enterprises, due to the cultural and traditional context in the region. This causes both direct harm to women and their children, and wider costs to African economies. It implies that if the GMoU interventions are not targeted to raise women's economic status and to deter aggression, invariably they may contribute towards reducing the participation of women in economic, political and social development and, by extension, dampen efforts in deterring poverty and achieving the sustainable development goals in sub‐Saharan Africa. [ABSTRACT FROM AUTHOR]

Using a sample of South African state‐owned enterprises (SOEs), we examine the pre‐ and post‐period impact of King III on non‐executive director (NED) compensation with emphasis on financially distressed SOEs. This paper adopts a difference‐in‐differences analysis technique with repeated measures as the basis for testing the hypotheses. The revised Altman Z‐score model which incorporates features unique to emerging markets is used to measure financial distress. Our findings indicate that SOEs that adopted King III will increase NED compensation when the firm has a positive performance and will severely penalize NED when the firm faces financial distress. This study highlights the importance of well‐crafted corporate governance policies. It further sheds light on the importance of King III and how its implementation may prove vital for the success of an enterprise. [ABSTRACT FROM AUTHOR]