A few good women—on top management teams

Board diversity and firm performance: The Indonesian evidence

“…Women are considered to have "feeling" cognitive style that focuses on harmony (Hurst et al, 1989) and ability to facilitate dissemination of information (Earley and Mosakowski, 2000). They are also considered "tough" since they have to face various challenges prior to holding seats on the board, which reward them great prestige in the environment (Krishnan and Park, 2005). Furthermore, it is also argued that gender diversity would lead to increasing creativity and innovation (Campbell and Minguez-Vera, 2008).…”

“…Using Tobin's q as the measure of market-based performance, Carter et al (2003) provide evidence that the US firms with higher proportion of women on the board of directors perform significantly better. Based on ROA as the measure of accounting-based performance measure, the positive association also exists (Shrader et al, 1997;Krishnan and Park, 2005).…”

“…Fourth, most studies in our literature review indicate the diversity by computing the proportion of members with particular demographic attributes, such as Carter et al (2003), Erhardt et al (2003), Krishnan and Park (2005), and Oxelheim and Randøy (2003). For the purpose of this study, we use the proportion of women, foreign nationals, and the young in the boardrooms to indicate the diversity of gender, nationality, and age, respectively.…”

“…In addition to a considerable number of studies in the finance and corporate governance literature that examine the relationship between board composition and firm performance, such as Eisenberg et al, (1998), Mak and Kusnadi (2005), and Yermack (1996), there are also a growing number of studies investigating the relationship between board diversity and financial performance. Such studies have been conducted in the context of a few developed countries, such as the US (Carter et al, 2003;Krishnan and Park, 2005), Canada (Francoeur et al, 2008), Spain (Campbell and Minguez-Vera, 2008), the Netherlands (Marinova et al, 2010), and Scandinavian countries (Oxelheim and Randøy, 2003). On the other hand, such issues in the context of developing economies are still very rarely addressed.…”

The Moderating Effect of Board Diversity on the Relationship between Executive Committee Characteristics and Firm Performance in Oman: Empirical Study

“…In the perspective of the resource based theory, board diversity may be the firm's source of competitive advantage (Farrell & Hersch, 2001;Shrader, Blackburn, & Iles, 1997;Watson et al, 1993) as it is highly effective in pinpointing several aspects of opportunities and threats and in having an extensive range of skills and capabilities for resolving issues and bringing about decision making (Krishnan & Park, 2005).…”