Governance diversity: Its impact on strategic variation and results

Samara, Ihssan; Nandakumar, M.K.; O’Regan, Nicholas; Almoumani, Hanada

doi:10.1002/jsc.2534

Cited by 4 publications

(3 citation statements)

References 89 publications

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“…These, in addition to directly concerning the production processes (Kallmuenzer et al, 2023), cannot ignore the governing body of the companies. The main levers that can be used to strategically manage the BoD concern the size or diversity of the governing body (Al-Shaer et al, 2023;Samara et al, 2023).…”

Section: The Strategic Management Of Board Of Directors Compositionmentioning

confidence: 99%

Creating value through diversity: Analysis of the strategic management of BoD diversity in favor of sustainable performance

Paolone,

Bifulco,

del Mar Perona Alfageme

2024

Strategic Change

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In this article, we explore the impact of the characteristics of the Board of Directors (BoD) on environmental, social, and governance (ESG) performance for European listed companies and its evolution during the period 2018/2021. The purpose of this study is to understand if and how the BoD characteristics influence the ESG performance of the major listed companies in the EU before and after the COVID‐19 breakthrough. The COVID‐19 pandemic is taken as a reference point in time, considering that several studies show that, even in a health crisis with economic repercussions for the whole world, companies have continued to increase their commitment to ESG practices. The sample is composed of 600 European listed companies and covers the period from 2018 to 2021. The ESG score and the other variables are collected for all companies included in the STOXX 600 index (from the Refinitiv Workspace database) and analyzed using the ordinary least square (OLS) panel regression analysis at country and industry level covering the period 2018–2021. The results of our analysis show no significant relationship between BoD characteristics (in terms of gender diversity, cultural diversity, and special skills) and ESG performance in the pre‐COVID‐19 era. In the post‐COVID‐19 era, gender diversity is the only characteristic of the BoD, among those investigated, capable of influencing nonfinancial performance. This result, in line with the resource density theory, is justified by the increase in the average number of women in the BoD in the two‐year period 2020–2021 compared to the previous one (2018–2019). We offer theoretical and practical implications to enhance ESG performance by combining BoD characteristics. We finally contribute to enhance the debate on the relevance of the BoD characteristics and ESG performance relationship providing consistent findings to emphasize the quality of the BoD for the ESG reporting and performance.

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Section: The Strategic Management Of Board Of Directors Compositionmentioning

confidence: 99%

Creating value through diversity: Analysis of the strategic management of BoD diversity in favor of sustainable performance

Paolone,

Bifulco,

del Mar Perona Alfageme

2024

Strategic Change

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“…Furthermore, diverse and inclusive organizations are more innovative. Teams comprised of individuals with varying backgrounds and perspectives tend to generate a wider range of ideas, leading to more creative solutions to complex problems (Samara, Nandakumar, O'Regan, & Almoumani, 2023). This innovation advantage is a significant driver of competitive advantage in today's fast-paced business environment.…”

Section: Explore the Business Case For Achieving True Equitymentioning

confidence: 99%

Inclusive Leadership: Beyond Diversity to True Equity

Sun,

Zuo,

Liu

et al. 2024

IJSB

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This article delves into the imperative shift from diversity to true equity in organizations, emphasizing the pivotal role of inclusive leadership. It traces the evolution of diversity and inclusion efforts, elucidates the essence of inclusive leadership, and underscores the compelling business case for achieving equity. The article elucidates the attributes and behaviors of inclusive leaders and provides strategies for overcoming challenges in implementing inclusive leadership. Additionally, it offers a structured framework for leaders to develop and refine their inclusive leadership skills. Case studies of organizations that have successfully embraced inclusive leadership are presented as inspirational exemplars. The conclusion highlights the transformative potential of inclusive leadership and urges readers to take actionable steps towards becoming inclusive leaders. Resources for further learning and development are provided, concluding with a powerful call to action, emphasizing the profound positive impact of inclusive leadership on individuals, organizations, and society as a whole.

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“…For example, scholars might explore how specific organizational structures act as necessary conditions for successful strategic change in multinational corporations (Loonam et al, 2018). Another intriguing avenue could be to determine if there is a necessary threshold of leadership commitment required to drive strategic change in startups versus established firms (Samara et al, 2023). The role of organizational culture as a necessary condition in the adaptation and adoption of strategic change initiatives is also worth investigating (Mendy, 2020).…”

Section: Conclusion and Future Research Questionsmentioning

confidence: 99%

Advancing scientific inquiry through data reuse: Necessary condition analysis with archival data

Dul,

van Raaij,

Caputo

2023

Strategic Change

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This article discusses the importance of reusing existing data in research. In addition to reuse data for replication of earlier findings and for answering extended or new research questions, we propose a third application of data reuse: studying the phenomenon from an alternative causal perspective. We focus on the reuse of data with a necessity causal perspective (“if not X, then not Y”) as employed in necessary condition analysis (NCA). Such reuse of data offers additional insights compared with those obtained from the conventional probabilistic causal perspective (“if X, then probably Y”) as employed in regression analysis. NCA is gaining recognition in various fields, including strategic management. Reusing data for conducting NCA is an efficient way to get new causal insights. We provide recommendations on how to use NCA with existing data and emphasize the importance of transparency when reusing data.

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Governance diversity: Its impact on strategic variation and results

Cited by 4 publications

References 89 publications

Creating value through diversity: Analysis of the strategic management of BoD diversity in favor of sustainable performance

Creating value through diversity: Analysis of the strategic management of BoD diversity in favor of sustainable performance

Inclusive Leadership: Beyond Diversity to True Equity

Advancing scientific inquiry through data reuse: Necessary condition analysis with archival data

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