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March 1, 2007Corporate Governance An International Review399 citations

Gender and Ethnic Diversity Among UK Corporate Boards

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SBStephen BrammerAMAndrew MillingtonSPStephen Pavelin

Key Points

  • This research aims to explore the levels of gender and ethnic diversity on corporate boards in the UK.
  • Utilized a novel dataset covering a large sample of UK PLCs.
  • Analyzed the relationship between board diversity, board size, and industry characteristics.
  • Focused on direct correlations between board diversity and industry proximity to consumers.
  • Ethnic and gender diversity on corporate boards is found to be very limited.
  • Gender diversity shows significant variation across sectors, particularly higher in Retail, Utilities, Media, and Banking.
  • Proximity to final consumers influences board diversity more than the representation of women in the workforce.

Abstract

This paper investigates the ethnic and gender diversity of the corporate board of UK companies, placing particular emphasis on links to board size and industry characteristics. We employ a novel dataset that covers a large sample of UK PLCs and describes a director’s gender, ethnicity and position held. We find both ethnic and gender diversity to be very limited, and that diversity is somewhat less pronounced among executive positions. We find significant cross‐sector variation in gender diversity, with an above average prevalence of women in Retail, Utilities, Media and Banking, while such variation in ethnic diversity is considerably less pronounced. Our evidence suggests that a close proximity to final consumers plays a more significant role in shaping board diversity than does the female presence among the industry’s workforce. We argue that this shows that board diversity is influenced by a firm’s external business environment and particularly an imperative to reflect corresponding diversity among its customers.

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Cite This Study

Brammer et al. (2007) studied this question.

synapsesocial.com/papers/6a160ade67a19f4d0c6b4a01https://doi.org/10.1111/j.1467-8683.2007.00569.x
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Also Consider

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