desired state of managing diversity at the organizational level, revised recruiting, appraisal, development, and reward systems, as well as an enforceable diversity policy need to be implemented (Allen and Montgomery, 2001; Hemphill and Haines, 1998; Miller, 1998).
多样性运动被许多人誉为一种积极的变革，在这种变革中，各组织自愿参与旨在消除任何进一步形式排斥的系统性文化变革过程。这一事态发展与政治气候的普遍变化相吻合，政治气候试图扭转过去几十年的许多法律授权，最明显的是平权行动。为了加强组织层面管理多样性的理想状态，需要实施修订的招聘、评估、发展和奖励制度，以及可执行的多样性政策。
Ingley and Van der Walt (2003) have developed the two different frameworks to describe the diversity related to decision outcomes in firms. The decision outcomes can be related to the performance outcome of the firm because all decisions affect how a firm can use its resources to reach its performance goals. Thus, the frameworks can be useful to understand the connection between diversity and firm performance.
Ingley和Van der Walt开发了两种不同的框架来描述与企业决策结果相关的多样性。决策结果可能与公司的绩效结果相关，因为所有决策都会影响公司如何利用资源实现绩效目标。因此，这些框架有助于理解多样性与企业绩效之间的联系。
The first framework in figure 1 shows how the outcomes of the decision process in boards are mediated by varying amounts of diversity. If the board is diverse then the outcome, according to this framework, can be unintended which may lead to the outcome that was originally intended. Moreover, the framework shows how diversity on the other hand can lead to an unintended but a more creative outcome than was intended, or lead to a situation where an agreement cannot be reached because of irresolvable conflicts (Ingley and van der Walt, 2003). The framework has the title “Intended, unintended, and realized outcomes of diversity and board dynamics” and is illustrated in figure
图1中的第一个框架显示了董事会决策过程的结果是如何通过不同数量的多样性来调节的。如果董事会是多元化的，那么根据这个框架，结果可能是意外的，这可能导致最初预期的结果。此外，该框架表明，另一方面，多样性如何导致意外但比预期更具创造性的结果，或导致因无法解决的冲突而无法达成协议的情况。该框架的标题为“多样性和董事会动态的预期、非预期和已实现成果”，如图所示
The second framework is displayed in figure 3.2 and it shows diversity related to the strategic context and the quality of the decision process of the board. The framework shows that in a stable and safe business environment, more diverse boards may produce low quality decisions in contrast to more homogeneous boards. The literature points out that diversity in boards suits firms which operate in a more turbulent and changing environment where the strategic complexity is high (Ingley and van der Walt, 2003). The framework can be helpful in explaining differences between industries. The framework is called “Diversity, strategic context, and board decision quality” and is illustrated in figure 3.2.
第二个框架如图3.2所示，它显示了与战略背景和董事会决策过程质量相关的多样性。该框架表明，在稳定和安全的商业环境中，与更同质的董事会相比，更多元化的董事会可能会做出低质量的决策。文献指出，董事会的多样性适合于在更为动荡和变化的环境中运营的公司，在这种环境中，战略复杂性很高。该框架有助于解释行业之间的差异。该框架称为“多样性、战略背景和董事会决策质量”，如图3.2所示。
There are numerous studies that implicate that diversity in firms is a positive and maybe even necessary aspect to consider when the members of the BoD and TMT of a firm are appointed.
有许多研究表明，当任命一家公司的BoD和TMT成员时，公司的多样性是一个积极的、甚至是必要的方面。
Five arguments for diversity are presented by Wang and Clift (2009). First, the market is becoming more diverse. Thus, the firms could benefit from adapting to the customers different needs, and from creating a deeper understanding for the market and the customers. Second, an individual’s beliefs, attributes and cognitive functioning are varying with variables such as age, gender, and race; this implicates that creativity and innovation is enhanced by diversity. Third, the variety of perspectives that emerge from diversity could lead to a wider range of alternatives for the decision makers to evaluate, which enables them to get a more effective problem solving process. Forth, diversity may lead to an improved understanding of the surrounding environment. Finally, diversity may enhance business in a global marketplace due to the cultural and ethnical dimensions of diversity, thus, enhancing the understanding of different cultures (Wang and Clift, 2009).
Wang和Clift提出了多样性的五个论点。首先，市场越来越多样化。因此，企业可以从适应客户的不同需求，以及为市场和客户建立更深入的理解中获益。第二，个人的信仰、属性和认知功能因年龄、性别和种族等变量而异；
