The Board of Directors are responsible for the protection of shareholders’ rights by ensuring
that the interests of managers and shareholders are aligned in the same direction, and they also
have to monitor the managers in order to avoid agency conflicts (Kang et al., 2007). A large
number of boards follow the corporate governance principles and practices to improve their
effectiveness even in the absence of external corporate governance instruments like
government regulations and blockholders monitoring. The directors are viewed as assets
because they have skills, experience, knowledge, judgment, and expertise that are important to
meet the needs of the firm (Scarborough et al., 2010). Diversity is one of the current problems
faced by the firms and is related to the age, gender and independence of directors (Rhode and
Packel, 2010). In corporate governance, board diversity is defined as the board composition
of the qualities, characteristics, properties, skills, and expertise of individual members that help to make decisions in the board. Demographic diversity in the board affects the nomination
process of directors, compensation system and also the incentives for directors for replacing
the CEO. Furthermore, diversity affects the firm performance, but it depends on the firm’s
characteristics. Finally, board diversity results in costs and benefits for the firm (Ferreira, 2010).
There are wide and different views about the relationship between board diversity and firm
performance.
|