When Does Board Diversity Benefit Shareholders? Strategic Deadlock as a Commitment to Monitor

2020 ◽  
Author(s):  
Alexander Ljungqvist ◽  
Konrad Raff
Keyword(s):  
Board Diversity

Does Diversity in The Boardroom Add Value to a Firm?

2018 ◽  
Vol 18 (5) ◽  
Keyword(s):  
Firm Performance ◽  
Panel Data ◽  
Firm Size ◽  
Significant Influence ◽  
Negative Influence ◽  
Positive Influence ◽  
Future Research ◽  
Board Composition ◽  
Board Diversity

This study examines whether board diversity affects firm performance. We investigate this study using panel data of a sample of S&P 500 firms during a 12 year period. After controlling for industry, firm size, and other board composition variables, we find that all three board diversity variables of interest – gender, ethnicity, and age have a significant influence on firm performance. While ethnicity and age have a positive influence on firm performance, it was found that gender has a negative influence. Implications for future research are discussed.

Corporate Governance, Board Diversity, and Firm Value

CFA Digest ◽  
2003 ◽  
Vol 33 (3) ◽  
pp. 22-23
Author(s):  
Spencer L. Klein
Keyword(s):  
Corporate Governance ◽  
Firm Value ◽  
Board Diversity

Board Diversity and Manipulative Accounting Practice among Listed Conglomerates in Nigeria

2015 ◽  
Author(s):  
Ishaka Mohammed Tukur ◽  
Ahmad Bello Dogarawa ◽  
Jibril Ibrahim Yero
Keyword(s):  
Board Diversity ◽  
Accounting Practice

Is there a business case for board diversity? An investigation of UK’s FTSE 100 companies

2020 ◽  
pp. 1-14
Author(s):  
Keith Halcro ◽  
Tarek Ben Noamene ◽  
Dorsaf Chaher ◽  
Ayman Talib
Keyword(s):  
Business Case ◽  
Board Diversity

Board diversity and firm risk-taking in the tourism sector: Moderating effects of board independence, CEO duality, and free cash flows

2021 ◽  
pp. 135481662110143
Author(s):  
Ozgur Ozdemir ◽  
Ezgi Erkmen ◽  
Fatemeh Binesh
Keyword(s):  
Risk Taking ◽  
Composite Index ◽  
Cash Flows ◽  
Board Independence ◽  
Firm Risk ◽  
Board Diversity ◽  
Ceo Duality ◽  
Reduction Effect ◽  
Task Oriented ◽  
Free Cash Flows

This study examines the effect of board diversity on risk-taking for tourism firms and analyzes the moderating effect of board independence, CEO duality, and free cash flows in this proposed relationship. Using a composite index of board diversity and a sample of tourism firms from the US hotel, restaurant, and airline industries, we find that greater board diversity leads to lower risk-taking, measured in standard deviation of return on assets. Moreover, we report that the risk-reduction effect of board diversity is more profound when tourism firms have less board independence and less free cash flows for investments. When board diversity is decomposed into relation-oriented and task-oriented diversity attributes, we find that only the task-oriented diversity is influential in reducing firm risk-taking for tourism firms. Akin to main analysis, the board independence and free cash flows are significant moderators of the relationship between task-oriented diversity and firm risk-taking.

scholarly journals Governance Effectiveness: The Interaction of Ethno-Racial Diversity and Social Capital

2021 ◽  
pp. 089976402097769
Author(s):  
Christopher Fredette ◽  
Ruth Sessler Bernstein
Keyword(s):  
Social Capital ◽  
Survey Design ◽  
Secondary Analysis ◽  
Racial Diversity ◽  
Complex Activity ◽  
Board Diversity ◽  
The Social ◽  
Governance Effectiveness ◽  
Group Compositions ◽  
The Relationship

This research examines the relationship among Board Diversity, Social Capital, and Governance Effectiveness by asking, “does board ethno-racial diversity moderate the relationship between Social Capital and Governance Effectiveness, and if so, how?” Exploring the direct and interacting effects of demographic diversity and Social Capital, and their relation to governing-group effectiveness using a two-sample field survey design, we illustrate whether heterogeneous or homogeneous group compositions amplify or attenuate Governance Effectiveness, and to what degree. Primary analyses find no support for Board Diversity moderating the Social Capital-Governance Effectiveness relationship, with secondary analysis revealing a more complex interaction for Governance Effectiveness, albeit inconsistently, across samples. Our investigation points to the value of social resources in understanding governance as an inherently socially complex activity or capability, predicated on truce or mutual agreement and shaped by the composition and connections of boards.

Sign in / Sign up

Export Citation Format

Share Document