Doctoral Researcher in Accounting and Financial Management
Directly following the completion of my bachelor’s degree at the University of the West Indies, Cave Hill Barbados, I worked in management in the Construction industry while I completed my Masters via distance learning with the University of London, Royal Holloway. However, after eight years in the corporate world my thirst for knowledge drove me to consider PhD research, which I started in October 2013. Loughborough University not only offered supervisors who are expert in my field of interest but also provided a wonderful opportunity for me to follow my quest for self-development.
One of the most controversial topics in upper echelons research is that of board diversity. This governance issue has confronted top managers, directors and stakeholders and has demanded that much attention to place on gender, race, nationality, age, functional skills and adequate experience when selection of board members are done. During this contentious debate some scholars has argued that on the one hand, multinational teams may be more accessible to greater variety of task relevant expertise necessary to increase team performance. However, on the other hand, national diversity may frustrate team cooperation and give rise to team conflict and hence, multinational teams may not be as effective as teams that are less diversified (Haas & Nuesch 2012). In a similar vein, others have argued that the advantage of ‘value in diversity’ enjoyed by firms through national diversity due to some relevant skills and knowledge may be nation specific (Lazear 1999 as quoted in Haas & Nuesch 2012). It was further postulated that while professionals from different nationalities may contribute different but equally important ideas and expertise to the team, a combination of workers from various nationalities may hinder cooperation and collaboration due to difference in language and cultural backgrounds (Williams and O’ Reilly 1998 as quoted in Haas & Nuesch 2012).
However, the mountain of previous researches have produced inconsistent results and the question of whether board diversity positively impact corporate performance remain an issue of much debate. Therefore, this research on the antecedents and consequences of Board Diversity is critical to fill this gap in upper echelon research.
Dr. Amon Chizema
Dr. Regina Frank
Antecedents and Consequences of Corporate Board Diversity in the UK