While it takes an issue in corporategovernance to arrive, the influence of racial and cultural backgrounds comparativelylacks in firms who seek to improve.

Cox et al. (1991) view this as a deficit whereby, the differences in work-relatedbehaviours reflect the cultural norms and values amongst ethnic groups. Heterogeneousgroups over time, are more than likely to score higher on some specificmeasures than homogeneous groups (McLeod et al. 1996: 249). Jackson (1992) andCox and Blake (1991) use such US-based homogeneity determinants as a measure tojustify the rise in creativity towards problem-solving tasks and theflexibility to adapt in conflict. Cox and Blake add that these individuals are likelyto help firms with obtaining access to a variety of markets.

The meaning isstill, in contrast, unobserved when accounting-based performance measures (suchas, Return on Assets (ROA); Profit Margins; Sales to Equity; Earnings per Share)are applied (Zahra and Stanton 1988). As these findings still question the valuefor ethnic backgrounds,