ACCA知識(shí)點(diǎn)：董事會(huì)多元化（二）DIVERSIFYING THE BOARD

Ⅱ. 董事會(huì)多元化的好處-BENEFITS OF BOARD DIVERSITY

? 更有效地做出決策M(jìn)ore effective decision making.

? 更好的利用人才Better utilisation of the talent pool.

? 通過將公司建立為一個(gè)負(fù)責(zé)任的企業(yè)公民去提高企業(yè)聲譽(yù)和投資者關(guān)系Enhancement of corporate reputation and investor relations by establishing the company as a responsible corporate citizen.

Ⅲ. 董事會(huì)多元化的成本-COSTS OF DIVERSIFYING THE BOARD

Diversifying the board is not without costs. Though a board is inherently subject to conflict as it is formed by individuals collectively, having a diverse board may potentially increase friction between members, especially when new directors with different backgrounds are stereotyped by existing members as atypical. This may split the board into subgroups, which reduces group cohesiveness and impairs trust among members, leading to reluctance to share information within the board.

Another danger of board diversity is sometimes referred to as tokenism. Theoretically, as mentioned in the previous section, the minorities in the boardroom are said to contribute to value creation of the organisation by their unique skills and experiences; however, in practice, they may feel that their presence is only to make up the numbers required by the external stakeholders. They may then tend to undervalue their own skills, achievements and experiences, which mean their potential contribution to the organisation.

Further, the board may potentially ignore the underlying important attributes of successful directors as a sacrifice to meet the requirement of board diversity. The board needs to pay special attention to these costs when implementing measures to diversify the board.