Suchergebnisse

Across the political spectrum, there is wide agreement that Asia should stand at the centre of US foreign policy. But this worldview, first represented in the Obama Administration's 2011 'Pivot to Asia,' marks a dramatic departure from the entire history of American grand strategy. More than a decade on, we now have the perspective to evaluate it in depth. In 'Lost Decade', Robert Blackwill & Richard Fontaine, two eminent figures in American foreign policy, take this long view. They conclude that while the Pivot's strategic logic is strong, there are few successes to speak of, & that we need a far more coherent approach to the Indo-Pacific region. They examine the Pivot through various lenses: situating it historically in the context of America's global foreign policy, revealing the inside story of how it came about, assessing the effort thus far, & identifying the ramifications in other regions.

PurposePrior research shows that a board of directors' gender diversity positively influences organizations. However, little is known about how and why gender diversity influences the board of directors' functioning and decisions. The objective of this paper is to investigate the differences between women and men when fulfilling their role as directors.Design/methodology/approachThis research uses a qualitative approach based on 29 in-depth semi-structured interviews with female and male board members.FindingsThe authors' findings reveal that women are as involved as men in the board tasks and responsibilities. Also, women have the same understanding as men of their role and of the skills needed to be board members. However, women fulfil their role differently than men. Women come to board meetings more prepared, take more notes and do more follow-up, and they also dare to ask tough questions to top management. Women directors bring a different point of view — representing different interests — to board discussions, have a different communication style, are not a part of the boys' club and have a social upbringing that might explain gender differences in the boardroom.Research limitations/implicationsThis study could help boards and policymakers introduce diversity measures and provide ways to better integrate women into top decision-making groups such as board of directors.Practical implicationsThis study's findings can help organizations include females in key decision-making groups such as board of directors.Social implicationsThis study reveals that in the same social setting, with the same role and expectations, and the same understanding of their role, both genders continue to perform differently.Originality/valueBased on direct evidence from board members, this study highlights how and why women do their role in the boardroom differently.