Linking firm performance with board diversity: A literature review

When we hear the word diversity, usually the first word that comes to mind is difference, and diversity steams from difference, in this paper, board diversity is discussed, in addition to linking it to firm performance, diversity is important, and it’s especially important in the board room of a given firm because it allows for different perspectives and opinions which can impact the decision-making process in the firm, which ultimately can affect the performance of the firm. The purpose of this paper is to give a relational guide on how board diversity can greatly impact the achievements of a firm. This paper is a theory-based study and aims to develop a critical approach of defining board diversity and linking that to the performance of the firm. This paper is a theory-based study because it utilizes the existing literature in order to determine the impact of board diversity on firm performance. This study also uses different theories and existing literature to highlight the relevance of having a diverse board in the firm. To find the relation, various studies and existing literature were analyzed to develop a critical approach to relate board diversity to firm performance. In conclusion, this paper outlines different aspects of board diversity while providing a critical look that allows us to assess the importance of board diversity and its connection to firm performance.

Employer Branding

The interest in employer branding has increased tremendously over last few decades among practioners and academicians. Organisations have identified employer branding as an important tool for attracting and retaining a talented workforce. It has moved into the heart of the board room and has become a significant strategy for the endurance and sustainability of the organisation in this competitive market. Employer branding has the potential of building relationships across the organisation, but academic works in this area are very limited and little is known about the relationship outcomes of employer branding. Given the relatively recent origin of the concept itself, intention of this article is to get an understanding of employer branding on a broader spectrum and to predict how the relationships are established. The article extensively reviews available literature and delineates major outcomes of it. It also further discusses future implications for researchers in the area of employer branding.

From Ivory Towers to the Board Room:

From Ivory Towers to the Board Room: The Development of Anthropologists in Business

Linking firm performance with board diversity: A literature review

When we hear the word diversity, usually the first word that comes to mind is difference, and diversity steams from difference, in this paper, board diversity is discussed, in addition to linking it to firm performance, diversity is important, and it’s especially important in the board room of a given firm because it allows for different perspectives and opinions which can impact the decision-making process in the firm, which ultimately can affect the performance of the firm. The purpose of this paper is to give a relational guide on how board diversity can greatly impact the achievements of a firm. This paper is a theory-based study and aims to develop a critical approach of defining board diversity and linking that to the performance of the firm. This paper is a theory-based study because it utilizes the existing literature in order to determine the impact of board diversity on firm performance. This study also uses different theories and existing literature to highlight the relevance of having a diverse board in the firm. To find the relation, various studies and existing literature were analyzed to develop a critical approach to relate board diversity to firm performance. In conclusion, this paper outlines different aspects of board diversity while providing a critical look that allows us to assess the importance of board diversity and its connection to firm performance.

Millennial Workforce: Personality Traits and Motivating Factors

Children born in the 80s and 90s, the Millennials are today‘s 20 to early-30-somethings, poised to make up the majority of the workforce by 2025, and already an important part of the working population. The Millennials, also known as Generation Y, Gen Y and at least a dozen other labels, is now the largest single generation (35%) in the workforce. That makes Millennials a force to be reckoned with. That is a problem for companies who are still trying to figure out how to attract, manage, and retain a younger generation with very different values than the Baby Boomer. Millennials can no longer just be a buzzword thrown around the board room like a hot potato - it is time for organizations to embrace the new workforce majority and start understanding millennials in the workplace, and as a result, embrace the new world of work.