Corporate boards lack significant diversity. The numbers have improved over the years, but have moved relatively little in the last ten years. The percent of board seats held by women in Fortune 100 companies increased from 16.9% in 2004 to 19.8% in 2012, while the percent of board seats held by minorities (including female minorities) increased from 14.9% in 2004 to 16.3% in 2012. There is a great deal of discussion in the popular press about the lack of board diversity and the need for more diverse boards, with some European countries having mandated board gender diversity quotas. We began this project with these numbers as a backdrop and an interest in two related questions: why do corporate boards pursue diversity (defined in terms of gender, race, and ethnicity) – even to the limited extent that they do – and what difference might diversity make to how boards work? There has been substantial quantitative research on the second of these questions, and the results can fairly be described as mixed. 

Our research has employed a qualitative interview strategy to pursue both questions. We have interviewed fifty-seven people with direct experience with corporate boards, as directors, executives, consultants, regulators, or proxy advisors. Fifty of these serve or have served as directors of publicly traded corporations. Using a method rooted in anthropology and discourse analysis, we have worked from a general topic outline and conducted open-ended interviews in which we encouraged respondents to raise and develop issues of interest to them. The interviews have typically lasted forty-five to ninety minutes. With transcripts of the recorded interviews in hand, we then – as a group – listen to them again, analyzing them qualitatively with a focus on the themes that the respondents identify, the emphases that they give them, the stories (or narratives) that they tell, and the details of the language that they use. We also thematically code the transcripts and use sorting software to get another, complementary view of the frequency and distribution of the various themes.

Citation
Lissa L. Broome, John M. Conley & Kimberly D. Krawiec, Diversity and Talent at the Top: Lessons From the Boardroom, in Diversity in Practice: Race, Gender, and Class in Legal and Professional Careers, Cambridge University Press, 81–113 (2016).