Corporate Governance, Board Diversity, and Firm Value

By D. Carter, Betty Simkins, W. Simpson. 2003

3,126 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/99213885858e727cc548f4e929573c3e1eab2dee

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Citations in the corpus

Ethics, Diversity Management, and Financial Reporting Quality (2010, background): “acteristic as fundamental in limiting executives' discretionary behavior (Carter et al., 2003).”
Black Economic Empowerment Disclosures by South African Listed Corporations: The Influence of Ownership and Board Characteristics (2012, background): “Similarly, the positive link between the other board diversity proxies (BDIVA, BDIVED and BDIVO) and BCSRD adds to the ﬁndings (e.g., Carter et al. 2003; Mahadeo et al. 2012) that boards of diverse age, educational and occupational backgrounds impact positively on organissational outcomes.”
Board Composition and Financial Performance: Uncovering the Effects of Diversity in an Emerging Economy (2011, background): “ Carter et al. (2003) also found that a diverse board is more likely to have a more independent and activist board.”
Does board gender diversity affect corporate cash holdings? (2019, neutral): “Prior literature suggests that female directors are less conformist and more vocal than their male counterparts (Carter, Simkins, & Simpson, 2003).”
Corporate Governance and Performance in Socially Responsible Corporations: New Empirical Insights from a Neo‐Institutional Framework (2013, positive): “In line with this view, Carter et al. (2003) report that more diverse (i.e., on the basis of ethnicity and gender) US boards perform better than their less diverse counterparts.”
Exploring the Nature of the Relationship Between CSR and Competitiveness (2009, background): “CSR initiatives use different nomenclatures, classifications and definitions, but as shown in Figure 1, we propose that CSR issues can be grouped in five dimensions: (1) Vision, including CSR conceptual development within the organization, governance, ethical codes, values and reputation (Carter et ”
The influence of board characteristics on sustainability reporting Empirical evidence from Sri Lankan firms (2014, background): “likely to have a positive impact on firms (Adams and Ferreira, 2009; Mahadeo et al., 2012; Carter et al., 2003).”
Corporate Board and Corporate Social Responsibility Assurance: Evidence from China (2016, positive): “Erhardt et al. (2003) and Carter et al. (2003) argue that companies with a gender-diverse board outperform companies with a non-diverse board.”
Corporate governance and dividend pay-out policy in UK listed SMEs: The effects of corporate board characteristics (2017, positive): “For example, Carter et al. (2003) and Erhardt et al. (2003) report empirical evidence of a statistically positive association between board gender diversity and the performance of US firms.”
Board Diversity in the United Kingdom and Norway: An Exploratory Analysis (2007, background): “…academic and practitioner literature has highlighted the homogeneity of corporate boards and has suggested that this raises significant ethical, political and economic issues (e.g. Bilimoria & Piderit 1994, Conyon & Mallin 1997, Singh et al. 2001, Carter et al. 2003, Daily & Dalton 2003a, b).”
Board Characteristics and Firm Performance: Evidence from New Zealand (2011, methodology): “, 1997; Charan, 1998). However, when the moderating effect of the board size was examined on the CEO dualityperformance relationship, CEO duality was found to be negatively related to performance in respect of firms with larger boards. This result is consistent with findings of Rechner and Dalton (1”
Top Management Team Diversity (2013, result): “Such inconclusive and varied results have been found in relation to gender diversity (Carter et al., 2003; Kochan et al., 2003; Rose, 2007; Welbourne, Cycyota, & Ferrante, 2007), age diversity (Kilduff, Angelmar, & Mehra, 2000; Richard & Shelor, 2002; Wiersema & Bantel, 1993), and educational divers”
Comprehensive Board Diversity and Quality of Corporate Social Responsibility Disclosure: Evidence from an Emerging Market (2017, background): “Carter et al. (2003) contend that board diversity can enhance better understanding of the marketplace because the board represents directors from various backgrounds.”
The impact of board gender composition on dividend payouts (2017, background): “For example, female directors tend to be less conformist and they are also more vocal than their male counterparts (Carter et al., 2003; Adams and Ferreira, 2009; Adams et al., 2011).”
Does Board Gender Diversity Influence Financial Performance? Evidence from Spain (2015, background): “Hence, in line with previous studies (e.g., Bonn et al. 2004; Campbell and Mı́nguez-Vera 2008; Carter et al. 2003; Erhardt et al. 2003), we suggest that firms increase female representation on their boards, since it positively influences their economic results.”