Corporate Governance 2010
DOI: 10.1002/9781118258439.ch12
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Board Diversity

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Cited by 162 publications
(151 citation statements)
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References 33 publications
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“…The evidence on the relationship between BDV and ROA reported in this study lends support to the argument by Davies (2011) that corporate board would perform better if membership is drawn from different spectrum of the society and background, particularly on gender. Similar view is held by other scholars (Ferreira 2010;Kang et al 2007 etc.). Furthermore, the finding of this study provides justification for recent UK policy to encourage firms listed on the FTSE 350 to have more women on their boards by 2015 (Davies 2011) as well as activists who are agitating for great female representation on corporate boards worldwide.…”
Section: Multivariate Analysissupporting
confidence: 86%
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“…The evidence on the relationship between BDV and ROA reported in this study lends support to the argument by Davies (2011) that corporate board would perform better if membership is drawn from different spectrum of the society and background, particularly on gender. Similar view is held by other scholars (Ferreira 2010;Kang et al 2007 etc.). Furthermore, the finding of this study provides justification for recent UK policy to encourage firms listed on the FTSE 350 to have more women on their boards by 2015 (Davies 2011) as well as activists who are agitating for great female representation on corporate boards worldwide.…”
Section: Multivariate Analysissupporting
confidence: 86%
“…Arguing from the microeconomic perspective, Campbell and Minguez-Vera (2008), Kang et al (2007) and Ferreira (2010) stated that diversity of board is desirable because it will lead to greater knowledge base, creativity, innovation, increase discussion, cross-fertilization of ideas and enhances problem solving and decision making capacity of the board. They argued further that since women control the global consumer spending, diversity in favour of more women on the board may allow for greater market penetration because of greater access to information on market's needs and preference.…”
Section: Board Diversitymentioning
confidence: 99%
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“…There are several theoretical arguments for gender diversity and a more balanced composition of executive and supervisory boards [2]. Diversity could improve the quality of the decision-making process compared with a more homogeneous board.…”
Section: Discussion Of Pros and Cons Theoretical Arguments On Gender mentioning
confidence: 99%
“…A more gender-diverse board might experience more disagreement and conflict, resulting in long, drawn-out discussions-a serious problem when a company needs to react quickly to market shocks. There could also be communication problems if the executives of the company are reluctant to share key information with demographically dissimilar directors, which could compromise board efficiency [2].…”
Section: Discussion Of Pros and Cons Theoretical Arguments On Gender mentioning
confidence: 99%