to the topic of national culture, illustrated by Hofstede9s model applied to Belgium, Lithuania, Spain,and Türkiye.Some recurring topics were norms, beliefs, perception, expectations, biases and stereotypes. Thesetopics, often invisible but present, could be targeted using objective reasoning. For example, chapter 4suggested organizing training modules on gender diversity, including a specific course for the mainshareholders, explaining the benefits of gender diversity in terms of firm value, as these may increasethe motivation of shareholders in guiding the company towards more diversity. The other chapters,too, proposed practical ways or good practices to help board members, organizations and policymakers improve gender balance on corporate boards. Some examples were: rolling out mentorship andsponsorship programs, implementing flexible work policies, setting targets, investing in personal andprofessional development, mitigating glass cliff risks, and so on.In conclusion, achieving gender diversity on corporate boards is a matter that concerns not onlyindividuals, but also policy makers and organizations. The road to sustainability requires all partiesinvolved to work together to promote policy and cultural change. It is imperative that leaders,everywhere and at all levels, promote diversity and inclusion at all times. Together, we can create acorporate landscape that accurately represents the diversity of our global community and unlocks thefull potential of all its members.
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