 |
How Does Female Presence on the Management and Supervisory Boards Impact the Performance in CEE?
|
Author: Henriett Primecz, Corvinus U. of Budapest
Author: Daniel Havran, Corvinus U. of Budapest
Author: Zsolt Lakatos, Corvinus U. of Budapest
|
|
|
|
|
|
|
|
Our study investigates the impacts of corporate board gender diversity to the firm performance in six Central and Eastern European post-socialist EU member countries. The speciality of the region is that the changes in gender roles were not linear in the last decades. During socialist times, when today's female directors grown up, female participation in employment market and leadership roles were more open to women than in Western countries. While after the change of regime (1990s) as a backlash to forced emancipation, traditional gender roles (man as breadwinner and women as caretaker) returned, so called re-familiarization, which might influence the managerial environment as well. Our key question is how the presence of female managers impacts on the operative performance of the listed firms nowadays. To answer the question, we explore the drivers of the selection of directors as well. Because in these countries the listed firms dominantly operate under dual board corporate governance systems, we observe and describe the impact mechanisms both for the management and the supervisory boards. Using the 294 publicly listed companies’ data between 2007 and 2016, we find that the higher diversity of management board enhanced the firm performance, although this impact is not significant in case of the supervisory boards. By considering the drivers of the placements into the management board, we find that glass cliff is an existing phenomenon in the region.
|
|
|
|
Paper is No Longer Available Online: Please contact the author(s).
|
|
|
|
|
|
Where the Glass Ceiling Cracks: Features of U.S. Organizations Where Women Rise to the Top
|
Author: Dawn A. Harris, Loyola U. Chicago
Author: Peter Norlander, Loyola U. Chicago
|
|
|
|
|
|
|
|
We track 30 firms that had 20 percent or greater representation of women in top executive roles from the year 2000 through 2015. We find that these once exceptional firms continued to have a higher than average percentage of women in top executive roles in 2015. A steady flow of future women leaders requires favorable terrain for their advancement, and despite gaps in the pipeline, these 30 organizations have outperformed others over a long period of time. Executives at these “best practice” firms report that sponsorship from top leadership has been key to the advancement of women in senior roles. We discuss the implications of these findings for theory, research, and for the advancement of women at leading corporations.
|
|
|
|
Paper is No Longer Available Online: Please contact the author(s).
|
|
|
|
|
|
Women on Top and Firm IPO Performance: Is Women Representation on Boards and TMTs Valuable?
|
Author: Nitin Kumar Singh, U. of Texas At Arlington
Author: Susanna Khavul, UTA/LSE
|
|
|
|
|
|
|
|
Studies of women representation on boards of directors and top management teams have largely theorized the gender-specific effect of women on firm consequences. We adopt an investor-centric perspective to study the relationship between women’s representation at the top and firms’ IPO performance. We find differences in the IPO performance of firms with women on boards and women on TMTs. In our analysis of 544 entrepreneur firms, we find that investors react positively to the structural power of women in the firm, rather than the mere presence of women. We propose a more nuanced theory for studying women representation on top, that embeds gender-specific effects along with the structural power associated with their position.
|
|
|
|
Paper is No Longer Available Online: Please contact the author(s).
|
|
|
|
|
|
The Paradox of Diversity At The Top
|
Author: Priyanka Dwivedi, Texas A&M U., Mays Business School
Author: Sucheta Nadkarni, U. of Cambridge
Author: Lionel Paolella, U. of Cambridge
|
|
|
|
|
|
|
|
Increasingly, women in top management positions are seen as a panacea for alleviating diversity and inclusivenessissuesat all levels in the organizations through “trickle-down” effects of role modeling, concrete support and championing of diversity. Towards this end, corporations and policy-makers are putting a great deal of effort and resources into developing and implementing policies to hire women in top management roles (e.g., quotas and targets for women on boards) with the ultimate objective of enhancing diversity in the talent pool throughout the organization. This push for promoting more women in top management as a way to enhance gender-diverse talent pipeline at lower levels raises an important question: Does gender diversity in senior management roles promote progress of women at lower levels of the organization? We draw insights from and ground our arguments in the decoupling theory and test our cross-level hypotheses in a unique longitudinal dataset comprising 195 of the largest US based law firms . We support our theoretical argument using insights from 15 qualitative interviews. We find that an increase in the number of women in top management roles reduces the hiring prospects and increases attrition for women in junior ranks. We provide evidence that certain organizational practices reduce these paradoxical, cross-level decoupling effects of female representation in senior leadership positions.
|
|
|
|
Paper is No Longer Available Online: Please contact the author(s).
|
|
|
|
|
|
Gender Diversity and Firm Performance: What Organizational Layer Matter ?
|
Author: Michel Ferrary, GSEM - U. of Geneva & Skema Busines School
Author: Stephane Deo, LBP AM
|
|
|
|
|
|
|
|
Several theories suggest gender diversity might affect firm performance. Kanter’s (1977) threshold argument maintains that a critical mass of women is a necessary condition in order for women to impact organizational performance in a productive and positive direction. Since the 1990s, this argument has spawned a large stream of empirical research concerning the impact of firm gender diversity on firm outcomes. However, several recent literature reviews highlight mixed results: some studies find a positive impact, others a negative impact and still others no impact at all. We argue that such mixed results are partly due to the organizational layer on which studies focus. Empirical research focuses almost exclusively on boards of directors and ignores other organizational layers, viz., executive committee, middle-management, and staff levels. Building on an original dataset of 159 French firms, we explore the relationship between gender diversity and financial firm performances within each of these four layers separately. Our results indicate that first, the gender diversity at the boards of directors layer exerts no measureable impact on firm outcomes; and, second- conditioning on the existence of a critical “mass of women” threshold -gender diversity in both the middle-management and staff populations layers do exert a measurable and positive effect on firm performance. Barriers to copy such human resource structure provide a sustainable competitive advantage to diversified firms. Finally, our results suggest the relationship between firm gender diversity and firm performance is best described by an inverted U-shaped curve, supporting prior theoretical claims that that diversity contributes to firm performance more than any single sex population.
|
|
|
|
Paper is No Longer Available Online: Please contact the author(s).
|
|
|
|
|