A mix of gender and ethnic differences inside the boardroom is broadly accepted as better for a company’s prospects. Recent research suggests, however, that diversity has more complex facets than previously understood.
Research shows that there is significant value in board diversity. That is, when board members have varied genders and ethnic heritages, their firm performs better than otherwise.
Until recently, however, the mechanism responsible for this value creation has been somewhat misunderstood. New research by my coauthors and I reveals that it may not be diversity among the board itself but rather differences in diversity between the board and the CEO that contributes to firm performance.
One might expect board effectiveness to be primarily determi
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Commentators often complain that non-executives need more information. But recent research suggests that it is information asymmetry that actually makes non-executives effective.
Dr Richard Borghesi is an associate professor of finance at the University of South Florida, Sarasota. His research interests include corporate finance, corruption, market efficiency and prediction markets, and he has published in the Journal of Corporate Finance, Financial Management, Southern Economic Journal, International Journal of Hospitality Management, Finance Research Letters, Journal of Economics and Business, Journal of Economics and Finance, Applied Financial Economics, Applied Economics, and The Journal of Prediction Markets.
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