Viel Lärm um nichts? Diversity im beruflichen Kontext

The relationship of board diversity and stock performance in monistic and dualistic board structures: Results from Germany and UK

“…Both models have extremely low explanatory power (.0109 and .0139). This is also consistent with the statement by Kanning (2016, 21–23). Model 1 considers a stock return 1 year after the respective business year under consideration (t−1), whereas Model 2 considers a 2‐year performance period (t−2).…”

“…While it is intuitively understandable why diversity in top management groups might influence financial company performance, whether the effect is positive (heterogeneity thesis) or negative (homogeneity thesis) remains largely unclear. It is therefore not surprising that the results in research on the influence of diversity itself are markedly diverse and that in many studies, relatively low influence strengths are also found and then often only in studies that can be based on readily observable socio‐demographic variables from the internal dimension (Kanning, 2016).…”

“…A group's diversity level can be determined based on various characteristics (e.g., demographic and psychological characteristics). However, it is important to remember that the more characteristics form the basis of the definition of diversity used, and the more differentiated these characteristics can be, the more diverse a group can be in terms of its potential (Kanning, 2016).…”