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  3. The usual arguments for adding women directors are that diverse boards are more creative and innovative, less inclined to "group

The usual arguments for adding women directors are that diverse boards are more creative and innovative, less inclined to "group

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问题     The usual arguments for adding women directors are that diverse boards are more creative and innovative, less inclined to "groupthink" and likely to be more independent from senior management. Numerous studies show that high proportions of women directors coincide with superior corporate performance. But there is little academically accepted evidence of a causal relationship. It may be that thriving firms allow themselves the luxury of attending to social issues such as board diversity, whereas poorly performing ones batten down the hatches.
    Women do seem to be particularly effective board members at companies where things are going wrong. A 2008 paper on the impact of female directors by Renee Adams and Daniel Ferreira of the University of Queensland and the London School of Economics found that bosses of American firms whose shares perform poorly are more likely to be fired if the firm has a relatively high number of women directors. On average, however, the paper concluded that firms perform worse as the proportion of women on the board increases. There is certainly no shortage of companies capable of producing outstanding results with few or no women on the board.
    Nor is there any doubt that in many cases low female representation also reflects a lack of meritocracy (rule by merit) in corporate culture. In France, for instance, interlocking board memberships are common. Women, and many other deserving businesspeople, are excluded from the system.
    But what most prevents women from reaching the boardroom, say bosses and headhunters, is lack of hands-on experience of a firm’s core business. Too many women go into functional roles such as accounting, marketing or human resources early in their careers rather than staying in the mainstream, driving profits. Getting men to show up at every board meeting—an effect of having more women on boards—is all very well, but what firms really need is savvy business advice. Yet according to EPWN, the pipeline of female executives is "almost empty": women occupy only 3％ of executive roles on boards, compared with 12％ of non-executive ones.
    That suggests that the best way to increase the number of women on boards is to ensure that more women gain the right experience further down the corporate hierarchy. That may be a slower process than imposing a quota, but it is also likely to be a more meaningful and effective one.
According to Paragraph 4, women are difficult to become board directors in that they ________.
选项 A、can’t produce more profits for the company
B、have less experience of a firm’s core business
C、can get male directors to show up at board meetings
D、are afraid of the fierce business competitions
答案B
解析 根据题干可直接定位到第四段。该段第一句就引用企业老板和猎头的话，指出女性不能进入董事会的原因：lack of hands-on experience of a firm’s core business，即对企业核心业务缺乏实践经验，B项所述与此相符，故可确定B项为本题答案。A项为第二段中2008年论文的观点，与题干所述的范围无关。C项与第四段第三句前半句所述相符，但这是女性进入董事会的好处之一，而非题干要问的不能进入董事会的原因，故C项也可排除。D项属于主观臆断，文中并没有提到相关内容。
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