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Stories
Dissertation Odyssey: The Unexpected Gains from My Research Journey
Mark Howorth, Director of Corporate Governance at St Mungo's, discusses how his Master’s dissertation on board composition and company performance became a catalyst for professional development, academic discovery, and deeper engagement with corporate governance.
Stories
For years, dissertations have carried the reputation of being academic marathons, a test of endurance, discipline, and focus. Late nights, redrafting chapters, combing through literature... it can feel like a solitary slog to the finish line. But what’s often missed is the transformation that happens along the way—not just academically, but personally and professionally.
My dissertation, boldly titled “A Systematic Review into Whether the Composition of the Board of Directors Has Any Effect on Company Performance in the Top 5 Companies in the FTSE 100”, was more than a mouthful. It was my opportunity to do something different, to fuse business research with a methodology more common in medicine: the systematic review. Compared to clinical fields, management research is still maturing, and rarely do its studies align or share cohesive research questions (Tranfield et al., 2003). That made the challenge even more exciting.
What began as a quest to answer a technical question. Does board composition affect company performance? This evolved into an intellectual journey through governance theory, corporate behaviour, and performance metrics. I didn’t just analyse existing research; I tested it, challenged it, and compared it with real-world industrial realities.
Surprisingly, while my findings didn’t change the policies of the organisation I was working for at the time, the process changed me. Looking back, I didn’t fully realise how many skills I was cultivating: discipline, critical thinking, attention to detail, and the ability to engage in high-level professional debate. These became the silent strengths that elevated me, helping me grow into a more capable, curious, and credible governance professional.
"Your dissertation is where tomorrow begins, a place where questions turn into action, and ideas evolve into the future we've yet to imagine." Dr Nick Beech, MSc Corporate Governance Course Director
Since completing my Master’s and dissertation, I’ve had the honour of speaking at national conferences, being featured on podcasts and in publications, and playing a role in reviving the CGIUKI Yorkshire & Humber branch. My research has become a platform for deeper conversations about how boards are built—and how they should be.
Key Findings That Could Shape the Future of Boards:
- Board Size: Larger boards can spread decision-making and reduce the power of dominant individuals.
- Board Independence: Diverse external perspectives can enrich discussions and strengthen outcomes.
- Diversity & Composition: Surprisingly, diversity and board makeup showed no clear correlation to performance—though age raised some interesting contradictions.
- Governance Codes: While adherence to the UK Corporate Governance Code helps mitigate agency issues, there was little evidence to support term limits recommended in the Higgs Report.
Ultimately, my dissertation wasn’t a finish line, it was a launchpad. It gave me more than a degree; it gave me a voice. And as more researchers embark on their own dissertation odysseys, we each have a chance to contribute to a collective shift, one that challenges the status quo and redefines governance for good.
To students just starting their journey: don’t see your dissertation as a requirement. See it as an invitation to explore, to challenge, and to become the kind of professional who doesn't just analyse the world but helps change it.
Author
Mark Howorth is Director of Governance and Compliance at St Mungo's, a leading UK homelessness charity dedicated to ending homelessness and supporting individuals in their recovery and journey to independence, offering vital support beyond just a roof over their heads while also actively campaigning for policy changes at a national level to address the root causes of homelessness. With governance experience spanning sectors from sport to education and finance, Mark also serves as Chair and Trustee of Beyond The Margin, a Bradford charity aiding marginalised communities. He chairs the Yorkshire & Humber Branch of the Chartered Governance Institute UK & Ireland, is a Chartered Company Secretary, a Member of the Institute of Leadership, and holds a Master’s in Corporate Governance from Leeds Beckett University (2022).Bibliography
Tranfield, D., Denyer, D & Smart, P. (2003) Towards a methodology for developing evidence-informed management knowledge by means of systematic review. British Journal of Management 14(3), 207-222
Mark Howorth
Mark Howorth is Director of Governance and Compliance at St Mungo's, a leading UK homelessness charity dedicated to ending homelessness and supporting individuals in their recovery and journey to independence, offering vital support beyond just a roof over their heads while also actively campaigning for policy changes at a national level to address the root causes of homelessness. With governance experience spanning sectors from sport to education and finance, Mark also serves as Chair and Trustee of Beyond The Margin, a Bradford charity aiding marginalised communities. He chairs the Yorkshire & Humber Branch of the Chartered Governance Institute UK & Ireland, is a Chartered Company Secretary, a Member of the Institute of Leadership, and holds a Master’s in Corporate Governance from Leeds Beckett University (2022).
