Accessibility navigation

Diversified boards and the achievement of environmental, social and governance goals

Alawadi, A., Kakabadse, N. ORCID:, Morley, M. and Khan, N. (2023) Diversified boards and the achievement of environmental, social and governance goals. Business Ethics, the Environment and Responsibility. ISSN 2694-6424

[img] Text - Accepted Version
· Restricted to Repository staff only until 18 September 2025.


It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

To link to this item DOI: 10.1111/beer.12606


We explore the impact of board resources arising from diverse board members on the achievement of Environmental, Social, and Governance (ESG) goals. Employing resource dependence theory (RDT) as our frame, and drawing on qualitative data from 41 interviews with board directors of publicly traded and privately held companies in the United Arab Emirates (UAE), we identify three key mechanisms underpinning the achievement of ESG goals, namely, the leveraging of particular connections, the deployment of different resources, and the harnessing of a range of diversity types. We find that the use of social resources is often related to environmental concerns, and occasionally social goals, but rarely governance issues. We also find that financial motivations often drive environmental issues, while many of the social resources that added value occurred in the public sector. Importantly, the combining of both skill and social resources, rather than relying on each alone, was seen to increase the likelihood of achieving ESG goals. Our findings also point to the importance of board diversity in accomplishing the board’s ESG goals, most especially functional diversity. We propose that such functional diversity, along with resources in the form of social resources and skills need to feature more prominently in order to improve ESG performance and outcomes. We highlight the implications of our work, especially regarding the establishment of board diversity policies beyond gender alone.

Item Type:Article
Divisions:Henley Business School > Marketing and Reputation
ID Code:113374

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation