Gender and ethnic diversity on boards and corporate information environment

By Arun Upadhyay, Hongchao Zeng. 2014

183 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies

View Paper: https://www.semanticscholar.org/paper/15a7a23bc8e1c348138bd388e7b3640239509f68

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. O. Farooque
2. Zam Zuriyati Mohamad
3. N. M. Norwani
4. Nooraisah Katmon
5. A. Boateng
6. C. Nwafor
7. Sanjukta Brahma
8. Raghavan J. Iyengar

In Gender Studies

1. O. Farooque
2. Zam Zuriyati Mohamad
3. Nooraisah Katmon
4. N. M. Norwani
5. A. Boateng
6. C. Nwafor
7. Sanjukta Brahma
8. A. Mínguez‐Vera

Citations in the corpus

• It’s who you know that counts: Board connectedness and CSR performance (2020, unknown): “This result is consistent with prior literature that women are more committed to social causes than are men (Adams and Funk, 2012), and the presence of female directors is negatively associated with information opacity (Upadhyay and Zeng, 2014).”
• Comprehensive Board Diversity and Quality of Corporate Social Responsibility Disclosure: Evidence from an Emerging Market (2017, methodology): “9 Several European countries such as Norway, Spain, and Sweden have passed laws mandating firms to add more women directors on boards (Upadhyay and Zeng 2014).”
• Does Gender Diversity on Corporate Boards Reduce Information Asymmetry in Equity Markets? * (2017, background): “…PIN measureent, adverse selection cost regressions provide support or the presence of female directors reducing information symmetry in the market around news announcements. inally, Upadhyay and Zeng (2014) find gender and ethnic iversity on boards is negatively associated with corporate pacity.”
• Board gender diversity and firm performance: The UK evidence (2020, result): “The results render some support to the findings by Liu et al. (2014), Bøhren and Staubo (2014), and Upadhyay and Zeng (2014).”
• The dynamic relationship between CEO duality and firm performance: The moderating role of board independence (2016, result): “Theoretical and empirical studies have yielded conflicting arguments and results on the relationship between these proxies of corporate governance and firm performance (e.g., Jensen, 1993; Yermack, 1996; Adams & Ferreira, 2009; Gompers et al., 2003; Upadhyay & Zeng, 2014).”