The Economics of Director Heterogeneity

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The impact of cultural diversity in corporate boards on firm performance (2016, unknown): “Other papers tackle board diversity by taking into account a number of director characteristics simultaneously, such as their gender, age, ethnicity, race, education, experience, function, rank, profession (Anderson et al., 2011; Wahid, 2012).”
Female board directorship and firm performance: What really matters? (2018, background): “The new skills brought by emale directors to the board deliver new perspectives and valuble advice to top managers ( Anderson et al., 2011 ), result in better M. Bennouri et al. / Journal of Banking and Finance 88 (2018) 267–291 269 d m D H f i t b a t m t D n t fi c b 2 2 s a t T i c b 2 p L b S r…”
The influence of CEO demographic characteristics on corporate risk-taking: evidence from Chinese IPOs (2016, methodology): “This may enable CEOs to better communicate their viewpoint with other directors and related parties and this enhances the monitoring and advising roles to other directors (Anderson et al. 2011). Furthermore, Barker and Mueller (2002) find that CEOs’ professional experience (in particular Marketing a”
Director skill sets (2018, unknown): “Adams and Ferreira (2009), Anderson et al. (2011) and Knyazeva et al. (2011) by showing how different measures of skill heterogeneity relate to the value of the firm.”