While it takes an issue in corporate
governance to arrive, the influence of racial and cultural backgrounds comparatively
lacks in firms who seek to improve. Cox et al. (1991) view this as a deficit whereby, the differences in work-related
behaviours reflect the cultural norms and values amongst ethnic groups. Heterogeneous
groups over time, are more than likely to score higher on some specific
measures than homogeneous groups (McLeod et al. 1996: 249). Jackson (1992) and
Cox and Blake (1991) use such US-based homogeneity determinants as a measure to
justify the rise in creativity towards problem-solving tasks and the
flexibility to adapt in conflict. Cox and Blake add that these individuals are likely
to help firms with obtaining access to a variety of markets. The meaning is
still, in contrast, unobserved when accounting-based performance measures (such
as, Return on Assets (ROA); Profit Margins; Sales to Equity; Earnings per Share)
are applied (Zahra and Stanton 1988). As these findings still question the value
for ethnic backgrounds,