Gender Diversity on the Board - BI Norwegian Business School
Gender Diversity on the Board - BI Norwegian Business School
Gender Diversity on the Board - BI Norwegian Business School
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
GRA 19001 Master Thesis<br />
more informed board will m<strong>on</strong>itor him more intensively. Adams and Ferreira (2007)<br />
show that if independent directors have str<strong>on</strong>ger m<strong>on</strong>itoring incentives than dependent<br />
directors, more independence may hurt <strong>the</strong> stockholders. This happens because CEO<br />
resp<strong>on</strong>ds to increased board independence by providing less informati<strong>on</strong>. This indicates<br />
that diversity is <strong>on</strong>ly c<strong>on</strong>sidered valuable when firms need additi<strong>on</strong>al board m<strong>on</strong>itoring.<br />
So, value is created <strong>on</strong>ly where greater independence is valuable.<br />
Although several empirical papers address governance mechanisms, few c<strong>on</strong>cern gender<br />
diversity <strong>on</strong> corporate boards. However, <strong>the</strong>re are papers we c<strong>on</strong>sider relevant for our<br />
<strong>the</strong>sis. These are presented below.<br />
Bøhren and Strøm (2009) study all <strong>Norwegian</strong> listed firms from 1989 to 2002. They find<br />
that owners <strong>on</strong> <strong>the</strong> board and directors with multiple directorships relate positively to<br />
performance. Increased diversity produced by larger board size, more gender mix, and<br />
more employee directors all correlate negatively with performance. No significant link<br />
exists between independence and performance, supporting <strong>the</strong> noti<strong>on</strong> that although<br />
more independence increases m<strong>on</strong>itoring incentives, it reduces <strong>the</strong> management’s<br />
willingness to share relevant informati<strong>on</strong> with <strong>the</strong> m<strong>on</strong>itors.<br />
Berzins, Bøhren and Rydland (2008) look into corporate finance and governance in<br />
firms with limited liability using <strong>the</strong> CCGR database. C<strong>on</strong>trary to o<strong>the</strong>r studies of private<br />
firms <strong>the</strong>irs is based <strong>on</strong> extensive informati<strong>on</strong> about <strong>the</strong>se firms, which has previously<br />
been c<strong>on</strong>sidered lacking. As <strong>the</strong>y state <strong>the</strong>mselves, <strong>the</strong>ir study is unique because it<br />
c<strong>on</strong>structs and analyzes a high-quality data base for an unusually wide range of corporate<br />
finance and governance in <strong>the</strong> populati<strong>on</strong> of listed and n<strong>on</strong>listed <strong>Norwegian</strong> firms with<br />
limited liability over <strong>the</strong> period 1994-2005. As our study is based <strong>on</strong> <strong>the</strong> same database<br />
we take special interest in <strong>the</strong>ir findings.<br />
Berzins, Bøhren and Rydland (2008) find that most large owners in n<strong>on</strong>listed firms are<br />
also <strong>on</strong> <strong>the</strong> board or <strong>on</strong> <strong>the</strong> management team, and more so when <strong>the</strong> largest owner is a<br />
pers<strong>on</strong>, when <strong>the</strong> firm is small, and when it is newly established. They also find that <strong>the</strong><br />
largest inside owner mostly c<strong>on</strong>trols <strong>the</strong> stockholder meeting, and <strong>the</strong> CEO is often <strong>the</strong><br />
largest stockholder. Thus, <strong>the</strong> separati<strong>on</strong> between ownership and c<strong>on</strong>trol is normally<br />
n<strong>on</strong>-existent, regardless of firm size. Then A1 is negligible, while A2 is potentially big.<br />
9