Workforce diversity and shareholder value: a multi-level perspective

Ellis, Kimberly M.; Keys, Phyllis Y.

doi:10.1007/s11156-013-0403-7

Cited by 22 publications

(12 citation statements)

References 21 publications

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“…Apart from other aspects of corporate governance, BGD improves not only the control and monitoring of the firms' decision-making but also enhances their relationships with stakeholders, including the general public (Ellis and Keys, 2015). According to legitimacy theory, the presence of female directors on board motivates firms to use CSR reporting as a strategy for legitimation (Willows and van der Linde, 2016).…”

Section: Literature Review Theoretical Background and Hypotheses Csr Reporting And Bgdmentioning

confidence: 99%

Assessing the Effect of Board Gender Diversity on CSR Reporting Through Moderating Role of Political Connections in Chinese Listed Firms

et al. 2021

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This study departs from existing work on board gender diversity (BGD) and corporate social responsibility (CSR) reporting by analyzing and explaining the mechanism by which gender-diverse boards in politically embedded firms (PEFs) affect firms’ CSR reporting choices in a unique institutional setting of Chinese listed firms from 2010 to 2018. The following main results are obtained. First, having female directors and executives with political connections (PCs) on corporate boards improves the CSR reporting of firms. Firms with PCs have a greater possibility to issue CSR reports than their non-connected counterparts. Second, firms that have both gender diversity and PCs on their boards of directors are more likely to engage in CSR reporting. There is an indication that the presence of PCs on boards can strengthen the effect of female directors on firms’ CSR reporting. Third, the presence of female directors on corporate boards has a stronger relationship with CSR reporting in PEFs than in non-PEFs. The study concludes that both BGD and PCs on corporate boards positively influence the diffusion of CSR-related practices in the Chinese business environment.

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Section: Literature Review Theoretical Background and Hypotheses Csr Reporting And Bgdmentioning

confidence: 99%

Assessing the Effect of Board Gender Diversity on CSR Reporting Through Moderating Role of Political Connections in Chinese Listed Firms

et al. 2021

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“…There are two main lines of argumentation about how diversity management can have a positive impact on organizations in economic terms. The first one addresses diversity itself, and argues that certain positive economic consequences can be derived from an organizational workforce that is diverse in its composition (e.g., Ellis & Keys, 2015;Myers & Dreachslin, 2007). Diversity management, then, would be seen as a tool to achieve a diverse, heterogeneous workforce, and to overcome homogeneity.…”

Section: The Legitimacy Of Diversity Managementmentioning

confidence: 99%

Diversity Management: A Critical Review and Agenda for the Future

Köllen

2019

Journal of Management Inquiry

108

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Although a widespread management approach, diversity management is far from being a well-defined and unambiguous one. This article outlines how this management practice emerged, and how it is enacted, and it identifies and critically discusses the two crucial areas of dissent or ambivalence within the diversity management discourse: first, the dimensionality of diversity management, and second, its legitimacy. The first issue addresses the prioritization of certain dimensions, the difficulty of clearly demarcating one dimension from another, and the unequal consideration of specific manifestations of each dimension. Taking into account the fact that everyone embodies at least one manifestation of every dimension of diversity, the aspect of intersectionality also belongs to the dimensionality of diversity. The legitimacy issue includes legitimate starting points, operating ranges, and desired outcomes of diversity management practices. The article concludes by looking toward possible future directions in diversity management research and diversity management practice.

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“…Diversity is economically beneficial at both top managers and employees' levels (Von Bergen et al , 2005). Diversity concerns differences that affect a firm's performance (Chaurasia and Shukla, 2012) and that generate costs as well as benefits (Ellis and Keys, 2015; Okoro and Washington, 2012), advantages as well as disadvantages (Aghazadeh, 2004). Therefore, the studies on the relation between diversity and firm performance have mixed findings (Kochan et al , 2003; Lambert, 2016; Leonard et al , 2004; Liang et al , 2007; Lu et al , 2015; Joshi and Roh, 2009; Bell et al , 2011; Manoharan and Singal, 2017; Dang et al , 2018; Pedrini, 2018; Schrand et al , 2018).…”

Section: Firm Diversity and Performancementioning

confidence: 99%

Levels and dimensions of diversity in small businesses: contributions for performance

Curado

Tai

Oliveira

et al. 2021

IJPPM

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PurposeThe purpose of this study is to propose and test a model on the impact of diversity over performance using a Portuguese national wide comprehensively matched employee–employer dataset of small businesses.Design/methodology/approachThe study uses structural equation modeling to analyze the relationships between variables. The study addresses the impact of top managers and employees' diversity on firm performance considering two dimensions of diversity: knowledge diversity and social diversity.FindingsThe study provides a clear understanding of how workforce diversity affects performance differently at the two hierarchical levels. Both employees' diversities have stronger relations to performance than the diversity of top managers. Results point out to idiosyncratic aspects of services firms' dynamics that should be further explored.Research limitations/implicationsThe study presents some limitations, since it uses data from a single country and the dataset provides limited variables.Practical implicationsThe study offers evidence on the effects of diversity in small businesses alerting managers to acknowledge such influence when recruiting, selecting and training. With regard to services firms, managers should pay close attention to negative impacts of diversity over performance.Originality/valueNever before to the authors' knowledge the managers' level diversity and employees' level diversity (considering two dimensions each) effect on performance have been addressed in a single national wide study.

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Workforce diversity and shareholder value: a multi-level perspective

Cited by 22 publications

References 21 publications

Assessing the Effect of Board Gender Diversity on CSR Reporting Through Moderating Role of Political Connections in Chinese Listed Firms

Assessing the Effect of Board Gender Diversity on CSR Reporting Through Moderating Role of Political Connections in Chinese Listed Firms

Diversity Management: A Critical Review and Agenda for the Future

Levels and dimensions of diversity in small businesses: contributions for performance

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