许多研究人员发现，性别差异是企业在世界上增加声誉和价值的事实。许多理论方法被含蓄地用来解释上述事实。组织的研究表明，女性在董事会可以通过暴露板全新的视角和思路改进流程；他们可以通过他们的倾向，注重独立思考能力和处理困难的问题，他们可以证明在人际交往中表现的很好（亚当斯和Ferriera，2009；Hillman等，2007；湖色，索伯格2005；terjensen et al，2009）。在行为金融学的研究中，众所周知，男女的风险承担和决策倾向之间存在差异。这种差异导致积极性和性别差异的情况下，板工艺的改进（Barber，2001；布鲁克斯和Odean，赞克，2005；Jianakopolos，Bernasek，1998）。
The corporate world regulatory authorities are paying more attention towards gender equality on board (Terjensen, Sealy and Singh, 2009). The apposite example of this fact is that the countries, Norway and Spain, have introduced a particular quota for female employees on board (Terjensen, Sealy and Singh, 2009). Other than the regulation of authorities for female representation, the societal pressure to give equal representation to women in all sectors has also served as a major factor of increasing percentage of women on board. Scott (1995) says that according to Legitimacy theory, the companies focus on their operations and regulations when they found themselves inconsistent, or endanger of inconsistency in future, with society’s expectations and standards. Due to this fact, the larger firms opt for gender equality on their board to maintain the pressure of legitimacy in the society (Hillman, Shropshire and Cannella, 2007).
Many researchers have found gender diversity to be the fact of increasing company’s reputation and value in corporate world. Numerous theoretical approaches have been implicitly utilized to explain the above stated fact. Organizational studies suggest that women on board can assist in improving processes by exposing the board to the whole new perspectives and ideas; they can handle difficult issues by their tendency to pay attention and independent thinking abilities, and they can prove to perform well in interpersonal communications (Adams and Ferriera, 2009; Hillman et al., 2007; Huse and Solberg, 2005; Terjensen et al., 2009). In the studies of behavioural finance, it is a well-known fact that there is a difference between risk taking and decision making tendencies of men and women. This difference results in positivity and improvement of board processes in case of gender diversity (Barber and Odean, 2001; Brooks and Zank, 2005; Jianakopolos and Bernasek, 1998).