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The results of this research project reveal that female directors are willing to tackle tough issues that are often considered unpalatable by all-male boards. Female board participation is also found to lead to more effective board communication with investors. The presence of female directors in monitor positions on audit and corporate governance committees also makes for more transparent reporting and earnings quality. There is evidence that boards with female directors promote greater vigilance over financial reporting, exhibit greater independence of though and ensure a more rigorous monitoring process.

If you thought Wikipedia had seen its heyday, you'd have thought wrong. A small study performed by Wikipedia staff and published today found that new Editors are signing up and making edits to the site at a far greater rate than they were years ago. A slight majority of their first edits are acceptable or better. The number of new editors registering on the site has grown from 60 on an typical day in 2004 (when the site was 3 years old) to now 1800 people joining English Wikipedia and making at least 1 edit in a given day today. Vandalism is way up but still makes up less than 25% of edits from new editors. 55% of first edits by new editors today meet the site's (increasingly) stringent quality controls and require no clean-up by other editors. While that's down from 72% in 2004, it's still pretty good.

"Courtesy of a plethora of very irked Yahoo employees, here is the internal memo sent to the company about a new rule rolled out today by CEO Marissa Mayer, which requires that Yahoo employees who work remotely to relocate to company facilities. "Speed and quality are often sacrificed when we work from home," reads the memo to employees from HR head Jackie Reses. "We need to be one Yahoo!, and that starts with physically being together." Painfully awkward as this is phrased - I might have used "being present together" - it means every Yahoo get to your desks stat!"

"We like to think that more information drives smarter decisions; that the more details we absorb, the better off we'll be. It's why we subscribe to Google Alerts, cling to our iPhone, and fire up our Tweetdeck. Knowledge, we're told, is power. But what if our thirst for data is actually holding us back? What if obsessing over information actually reduces the quality of our decisions? That's the question raised by Princeton and Stanford University psychologists in a fascinating study titled On the Pursuit and Misuse of Useless Information."

"GIVEN the widespread adoption of smartphones, text messaging, video calling and social media, today's professionals mean it when they brag about staying connected to work 24/7." Too much connectivity can damage the quality of one's work, says Robert Sutton, author of "Good Boss, Bad Boss" and a professor at Stanford. Because of devices, he says, 'nobody seems to actually pay full attention; everybody is doing a worse job because they are doing more things." Mobile devices and social media, he says, "make us a little more oblivious, a little more incompetent." Just recall those pilots who overshot their destination two years ago because they were using computers, he adds.

As more shoppers arrive in stores with price and product data literally at their fingertips via smartphones, their interaction with sales associates - most still earning a risible $7-10 an hour in an era of $4-per-gallon gas - is more crucial than ever. A study conducted by the Verde Group and the Wharton School of Business found that the single most critical element in customer satisfaction was not billion-dollar branding, advertising or extensive use of social media, but the quality of those personal moments when a shopper chooses -or not - to become a paying customer.

Here is a quick take on potential sources of high-quality digital learning media-which I'll define (for simplicity's sake) as age-appropriate, highly engaging, and efficacious for learning.

"No executive can afford to be a Luddite and dismiss all new media. Sometimes it's exactly the right way for you to spend your time (especially if you're "on the way up" and need to build your profile). But too many leaders dive in without thinking through the costs of social media (what else could you be doing with your time?). After all, in this crowded media landscape, sometimes what matters most isn't your use of 21st century technologies. Instead, it's the forgotten 19th century arts (handwritten notes, personal phone calls, and high-quality personal meetings) that can have the greatest impact." Dorie's article misses two important reasons that leaders might need to include social media as part of their activities: 1) Good leaders understand culture, and social media are an important part of culture 2) Good leaders understand media and their effects on how humans organize. Understanding, especially where media are concerned, is best gained through participation. If they were to take Dorie's advice, Napoleon probably wouldn't have read newspapers, Winston Churchill wouldn't have listened to radio, and JFK wouldn't have watched television.

I was inspired by C.C. Chapman's post about how Ragu hates dads. He pointed out that the Ragu sauce Twitter account was out there spamming the heck out of dad accounts on Twitter. So, I looked around. I wondered, "Just how many other grocery shelf products are botching their chance to capture our attention on Twitter?"