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Boardroom diversity and its effect on social performance

Author

Listed:
  • Catherine Mercier-Suissa

    (Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

  • Miriam Aziz

    (USEK School of Business - Holy Spirit University of Kaslik, Jounieh, Lebanon)

Abstract

In this paper, we are trying to analyse if the boardroom diversity in the Lebanese companies would affect the corporate social performance. In a sample of 41 Lebanese firms, our results showed the effects of the specific variables that formulated the diversity of/in boards. The research question is: was there any significant relationship between each of the following: gender, age, board size, outside directors, serving as board members and the corporate social performance, in the Lebanese organisations. The findings of this research showed that there was no significant relationship between the independent variables; age, gender, outside directors, board size and dependent variable; corporate social performance. Theoretical/academic implication is: the board of directors that unfortunately still were single handedly employed by the owner families, unless it was a worldwide company. The results showed that most Lebanese organisations were family businesses, performing corporate social performance regardless of the board diversity.

Suggested Citation

  • Catherine Mercier-Suissa & Miriam Aziz, 2015. "Boardroom diversity and its effect on social performance," Post-Print hal-01215604, HAL.
    • Handle: RePEc:hal:journl:hal-01215604
    as

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