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The purpose of this study is to replicate Kohli and Jaworski, and Kohli's pioneering market orientation model within a highly growth‐oriented and competitive banking industry in an emerging Middle‐Eastern economy, Jordan.

A survey was conducted among top management personnel of 475 bank branches in Jordan. A total of 11 hypotheses related to market orientation; its antecedents and consequences were examined by estimating multiple regression models.

The study confirms that market orientation‐performance relationship is robust across diverse contexts. Also, top management traits are consistent predictors of market orientation. However, organizational factors as direct and linear determinants of market orientation are not completely stable. Further, the nature of the correlations between environmental factors and market orientation may be more complex than has been believed. In addition, within‐country variations along Hofstede's cultural dimensions may be possible. Finally, most scales including that of market orientation suffer from weaknesses.

This paper provides further validation for a market orientation model and unveils some of its weaknesses and strengths.

This paper aims to examine the demographic diversity at top-level management and its impact on the performance of Malaysian-listed companies. In addition, Muslim diversity on corporate boards is examined.

Although many organisations aspire to be socially diverse, diversity’s consequences for organisational performance remain unclear. This study specifies the whole distinct mechanism and measures it independently, bridging as the demographic diversity among the board of directors (BODs) and bonding as the firm’s financial performance. To maintain the homogeneity factor, the empirical analysis has been confined to 12 fully fledged sectors and 529 Malaysian listed firms out of 798 firms selected on the basis of judgmental sampling during the period of 2013. The paper applies the correlation matrix and linear regression model to justify this phenomenon.

The empirical findings suggest that gender diversity (Muslim and Non-Muslim women) is positively significant with firm performance with regards to management, shareholders and market perspectives. It means that both Muslim and non-Muslim women are contributing to firm performance. Ethnic diversity (minority) and Muslim diversity (majority) have no impact on firm performance. On the other hand, interaction variables are positively significant with firm performance. It means that majority and minorities are essential for corporate boards to produce a greater performance.

Future research could include more variables such as director’s age profile and foreign participation as well as other types of diversities, such as cognitive diversity and corporate diversity. In addition, another possible extension could be the investigation of diversity issues between small scale and large or high and low-profit firms. The findings provide insightful information to firms, as this study suggests that the diverse corporate boards can enhance firm performance.

In recent years, diversity issues have been examined with regard to firm performance of the listed companies. Whilst extensive literature exists on diversity issues, this issue is still under debate and has had inconsistent results. The paper attempts to fill the gap in the existing literature, discuss the empirically diverse corporate boards with the interaction approach and impact on the firm performance.

This study aims to examine whether CEO duality affects the association between board gender composition, dividend policy and cost of debt (COD).

The S&P 1500 firms’ data for this study were collected from the Bloomberg professional service terminal for the period 2010-2015.

The results show that board gender composition positively impacts both a firm’s propensity to pay dividends and the level of payouts. However, this positive association is only present in firms with CEO duality. The authors find no significant association between board gender composition and COD, but when the authors split the sample into firms with and without CEO duality, the authors find a negative association in firms without CEO duality.

The empirical results highlight important issues for policymakers, managers and investors. The study provides positive feedback on corporate governance rejuvenation efforts that seek to engender and advocate the appointments of female directors to corporate boards. Market participants, such as financial analysts and lenders, could recognize the empirical specifics related to the influence of board gender composition on firms’ dividend policy and COD in the context of CEO duality.

This study fills an important gap in the literature on the relationship between board gender composition and its relation with dividend policy and COD.