How Experience and Network Ties Affect the Influence of Demographic Minorities on Corporate Boards

By James D. Westphal, L. Milton. 2000

800 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/a456edbaf5a9154169e3d1f4b8f18505b2c69a59

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Citations in the corpus

Board Diversity in the United Kingdom and Norway: An Exploratory Analysis (2007, background): “Alternatively, if talents and competencies are not evenly distributed across demographic groups, companies are missing out on some of these resources by limiting their selection to men (Bryan 1995, Burke 2000, Westphal & Milton 2000).”
Unlocking the Influence of Leadership Network Structures on Team Conflict and Viability (2009, background): “…have significant implications for leaders and the sway they hold over individual team members or the team as a whole (cf. ancona, 1990; ancona & Caldwell, 1992; Westphal & Milton, 2000). given the cross sectional nature of this study, it is open to the criticism about the direction of causality.”
Board gender diversity and firm performance: The UK evidence (2020, background): “Westphal and Milton (2000) reported that the majority group in a board might exert significant influence in the decision-making process and even in diverse boards, minority groups may not influence the board due to group dynamics.”
The Economics of Director Heterogeneity (2011, background): “Westphal and Zajac (1997) and Westphal and Milton (2000) indicate that outsider directors often belong to the same demographic, social, and occupational group as the CEO.”
Board diversity and firm performance: evidence from the U.K. SMEs (2017, background): “From a social-psychological perspective, theory and evidence have suggested that board diversity might have both positive and negative effects on firm performance (Westphal and Milton 2000).”
Getting by with the Advice of Their Friends: CEOs' Advice Networks and Firms' Strategic Responses to Poor Performance (2003, background): “…similarity on salient characteristics enhances mutual affect (Graves and Powell, 1995), increasing the desire to provide social support, and people can more easily empathize with contacts who have similar backgrounds (Westphal and Milton, 2000), increasing their ability to provide such support.”
Comprehensive Board Diversity and Quality of Corporate Social Responsibility Disclosure: Evidence from an Emerging Market (2017, background): “Westphal and Milton (2000) suggest that directors from a minority group may encourage divergent thinking in the board’s decision-making process.”