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By Ram Kumar Mishra and Shital Jhunjhunwala (Auth.)

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Women appointed just to fulfill a quota may be not of the desired caliber, weakening the quality of the board as a whole. As the supply of women who can be considered for board membership is limited, the same woman may be appointed as a director in many companies. This could destroy the competitive edge of the boards appointing that particular individual. The effective contribution of such an overburdened board member is also questionable. Companies need to have a more open approach and facilitate opportunities for women to have board roles.

2 OPTIMUM TENURE........................................................................... 3 US AND INDIA BOARDS HAVE MORE VETERANS ....................... 4 INDEPENDENT DIRECTORS HAVE A SHORTER LIFE SPAN......... 5 WOMEN—THE NEW ENTRANTS..................................................... 1 Women Executives Stay for Longer in India ........................... 6 DEGREE OF DIVERSITY.................................................................... 7 NOVICE AND VETERAN ...................................................................

19] European PWN Board Women Monitor, 2008. 2011. [21] A. Gregoric, L. Oxelheim, T. Randøy, S. Thomsen, Corporate Governance as a Source of Competitiveness for Nordic firms, Nordic Innovation Centre, March 2009. [22] A. Halawi, B. Davidson, Power Matters: A Survey of Gulf Cooperation Council Boards, The National Investor Market Insight, Investment Research, Regional Strategy May 13, 2008. [23] BWA South African, Women in Leadership Census 2011. [24] Canadian Spencer Stuart Board Index 2011, 2010,2009, 2008, 2007, 2006, 2005, 2004.

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