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Linking Top Management Team Diversity and Corporate Social Performance: A Configurational Approach
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Author: Verena Juliane Patock, WU Vienna U. of Economics and Business
Author: Guenter Stahl, WU Vienna U. of Economics and Business
Author: Jonathan P. Doh, Villanova U.
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Studies remain inconclusive in assessing how top management team (TMT) diversity contributes to corporate social performance (CSP). By applying fuzzy-set qualitative comparative analysis (fsQCA) to a sample of 90 U.S. Fortune 200 multinational enterprises (MNEs), we explore how multiple TMT diversity attributes and their firm and industry-level contexts conjointly link to stakeholder-based CSP outcomes. We show that task-oriented TMT diversity attributes are associated with both the social and environmental dimensions of CSP, whereas predominantly relations-oriented TMT diversity attributes link to high CSP in the social dimension. This study contributes to the literature by shedding light on the boundary conditions under which TMT diversity attributes in combination with contextual factors exert a positive influence on social and environmental stakeholders.
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Paper is No Longer Available Online: Please contact the author(s).
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Balancing a See-Saw in the C-Suite:Female Directors Targeting Male CEOs¡¯ Economic Status
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Author: Junghyun Mah, Michigan State U.
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Little has been explored on how the subdivision of status for each gender influences executive compensation setting processes. The present study addresses the need to subdivide status for female directors and male CEOs in order to better investigate the former¡¯s decision-making toward the latter. Female directors enjoy high economic status, whereas they occupy low social status compared to male CEOs. In contrast, male CEOs enjoy high economic and social status. By drawing on social identity and social comparison theory, I propose that the status- inconsistent female directors aim to balance their overall status with male CEOs through targeting the latter¡¯s economic status. By utilizing S&P 1500 firms from 2007 to 2016, I find male CEO¡¯s salary growth rate is reduced as females in the boardroom increases. This influence was strengthened as female directors hold more board appointments at other firms. I further find the influence to be salient only in male-dominated industries where gender inequality is high, and none of the effect was significant toward female CEOs. The findings suggest that enhancing gender equality in an organization will promote legitimacy in decision-making by preventing one¡¯s subjectivity from interfering the decision-making process.
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Paper is No Longer Available Online: Please contact the author(s).
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Corporate Governance and Ethnicity
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Author: Franklin Nakpodia, Northumbria U.
Author: Emmanuel Afolabi Adegbite, U. of Nottingham
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The extant literature suggests that corporate governance responds to a broad array of institutional influences. In extending the literature, this paper examines a largely overlooked concept (ethnicity) in corporate governance scholarship. In doing this, we employ the notion of institutional logics to understand the effects of ethnicity on corporate governance. This paper adopts a qualitative methodology, including semi-structured interviews and a content analysis technique. Relying on insights generated from the Nigerian multi-ethnic institutional environment, our findings show that ethnicity affects two important corporate governance mechanisms, namely board composition, and whistleblowing. Furthermore, our findings challenge the primordialist perspective on ethnicity by showing how social agents manipulate ethnicity to advance their interests in corporate governance.
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Paper is No Longer Available Online: Please contact the author(s).
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Double Bind: African-American, Asian, and Hispanic Women on Corporate Boards
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Author: Maria Goranova, U. of Wisconsin, Milwaukee
Author: Kira Kristal Reed, Syracuse U.
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This research examines the current representation of minority women on S&P 500 boards of directors, compares companies and industries with more and less diverse boards, and provides an overview of the challenges faced by minority females aspiring to reach the upper echelons of corporate America. Although minority women are well represented in the workforce and have made strides in education in recent decades, these educational gains have not translated into more board seats. We provide a comprehensive literature review demonstrating how stereotypes and social categorizations contribute to the trends of very limited representation of minority women on boards over time. Finally, we discuss the role of public policy, including world-wide board diversity initiatives, and provide examples of public and private organizations that are seeking to support women and minorities in their education and careers. Our research highlights the need for an integrative take on diversity, particularly when both gender and ethnicity could inform issues such as tokenism, biases, challenges, and opportunities in the quest to the corporate boardroom.
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Paper is No Longer Available Online: Please contact the author(s).
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