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Since its inception, the term ‘corporate governance’ (CG) has attracted mainstream attention, continuing to generate discussion among academics, practitioners and policy-makers. This heightened interest generally revolves around clarifying the principles of CG, both in theory and practice. This is particularly important in the context of emerging economies, where the sociocultural ethos and values often differ from those of most developed economies, where the CG concept was conceived and developed. In this vein, this chapter draws on empirical data to explore practical CG challenges faced by corporations in the Nigerian manufacturing and banking sectors. Nigeria is a country whose dominant national culture is one of high-power distance (HPD), which endorses servant-master relationships and encourages deference to authority. In this study, we found that HPD culture can undermine stakeholders’ ability to hold corporate executives to account on practices and behaviours that are antithetical to principles of corporate integrity and ethics, accountability, transparency, autonomy and stakeholder engagement, which in turn, leads to (and exacerbates) corporate misgovernance among businesses in the sectors. The theoretical and practical implications of the study are expatiated in the discussion section.

After the September 11 event in the United States, some Muslim destinations faced a severe decline in tourist arrivals because of the so-called neighborhood effect. Concurrently, other destinations performed extremely well. This chapter addresses the question of how the emergence of inconsistent tourism patterns within the same region can be explained. The analysis demonstrates that whereas arrivals from the Western countries decreased, intraregional tourism boomed and Muslim tourists avoided traveling to the Western destinations. This regionalization of travel behavior is explained by the rise of confrontational geopolitical world pictures in the Western and the Muslim worlds. This has created a new two-sided neighborhood effect, which has stabilized destinations in the Muslim world with a strong intraregional orientation.