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20 PRACTICE QUESTIONS Sustainable Finance & Value Creation
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Explain different channels through which board diversity can impact an organization. Explain how those different channels can be tested empirically.
Explain different channels through which board diversity can impact an organization. Explain how tho...
Board diversity can impact an organization through:
(1) Cognitive (broad-based) diversity: this means that diverse boards bring a variation of skills, insights, perspectives, knowledge, etc, which improves the decision-making quality of the board. This can be tested using an RDD which looks at close-call election outcomes: the victory of a ‘diverse’ candidate impacts the board diversity.
(2) Homophily: by creating a more diverse board, individuals with similar backgrounds and characteristics will appeal to each other. These people will form groups within the company.
(3) Allyship: by creating a more diverse board, it creates inter-group support. Directors from minority groups will support minority groups within the company more.
Both points 2 and 3 can be tested using staggered diversity legislations and the impact of these on board diversity.
What are likely drivers of greenwashing?
What are likely drivers of greenwashing?
Firm growth is a driver of greenwashing, growing firms report better in their annual report than that they disclose to the regulators. Outside opinions matter more for their image.
Also high profitability firms are more engaged in greenwashing, because they don’t get as much attention to financial pressures from shareholders as low profitability firms get.
Under which conditions do shareholder value maximisation and enhanced shareholder value maximisation yield the same corporate decisions?
a. Leaders are well informed about consequences of their choices.
b. Corporate leaders are short-sighted.
c. Micromanagement must be avoided.
d. The treatment of stakeholders is adjusted.
e. The firm engages in greenwashing.
Under which conditions do shareholder value maximisation and enhanced shareholder value maximisation...
a. Leaders are well informed about consequences of their choices.
c. Micromanagement must be avoided.
d. The treatment of stakeholders is adjusted.
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