Board Age and Gender Diversity: A Test of Competing Linear and Curvilinear Predictions

Ali, Muhammad; Ng, Yin Lu; Kulik, Carol T.

doi:10.1007/s10551-013-1930-9

Cited by 287 publications

(277 citation statements)

References 74 publications

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“…The empirical results on the effects of female involvement in boards in terms of firm performance are also inconclusive (Ali et al 2014). For example, in a review of women board directors, Terjesen et al (2009) suggested that gender diversity affected board dynamic but not the firm's bottom line.…”

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

“…These differences can produce more opinions, higher discrepancies, and critical questions inside boardrooms, which may be time-consuming and may slow the decision-making process (Campbell and Minguez-Vera 2008). In some cases, these discrepancies could lead to increased conflicts among board members and destructive behaviors (Ali et al, 2014), which may generate less fluid communication and less cooperative attitudes (Campbell and Minguez-Vera 2008). All of these factors could ultimately create unproductive interactions (Adams and Ferreira 2009) and decrease strategic consensus, thus hindering the board's contribution to the EO-firm performance relationship.…”

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

“…This is in line with the stronger ability of women directors to trust their instincts and intuition rather than make decisions based solely on analysis and rationality (Martinez Jimenez 2009). In addition, male and female directors have different networks, which may provide complementary information about suppliers and consumers in different market segments (Ali et al 2014), thus facilitating successful product development (Campbell and Minguez-Vera 2008).…”

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

“…In this sense, their colleagues and subordinates usually regard female directors as more supportive than their male counterparts, which may encourage the design and implementation of entrepreneurial initiatives (Ali et al 2014). In addition, women directors are usually less risk-averse and have a lower tendency toward radical decision making (Croson and Gneezy 2009); this favors sustainable investments (Charness and Gneezy 2012), which may decrease the failure rate of entrepreneurial initiatives.…”

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

“…On the one hand, family firms usually have more female directors than their non-family counterparts, being on the "gender-diverse" end of the spectrum of private firms (Wilson et al 2013). However, the literature reports inconclusive findings on the impact of board gender diversity (Ali et al 2014). On the other hand, diversity in family business boards may also be closely related to the level of family involvement since the family provides an additional source of diversity not found in non-family firms (Anderson and Reeb 2004;Arosa et al 2010).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

et al. 2017

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Entrepreneurial success in family SMEs is largely determined by the knowledge, skills, and new ideas contributed by board directors, the most important actors in the formulation of corporate strategy and decision making. The composition of family SME boards has traditionally been homogeneous, as such boards usually comprise male family members. Boards' contributions, however, depend on their level of diversity and strategic involvement. This study analyzes the moderating effects of two main sources of board diversity in family firms, family involvement level and gender diversity, as potential means of enhancing family firms' success when exploiting entrepreneurial initiatives. This study also explores whether these two potential moderators depend on the strategic involvement of the board directors. Based on a sample of 230 Spanish family firms, we found that the link between entrepreneurial orientation and performance is stronger in firms with lower levels of family involvement and higher levels of gender diversity in the board. Moreover, the board's high strategic involvement may strengthen the positive impact of gender diversity and change the moderating influence of family involvement from negative to positive.

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Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

et al. 2017

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From home to boardroom: Marital status and its influence on ESG disclosure

Al Amosh

2024

Bus Strat Dev

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This research article investigates the relationship between the marital status of board members and organizations' environmental, social, and governance (ESG) disclosure, with Jordan as the study context. The investigation, grounded in established governance theories, primarily agency theory, stewardship theory, and social identity theory, adds a novel dimension to the discourse on corporate governance perspective. The study sample included 81 nonfinancial companies listed on the Amman stoke exchange from 2012 to 2021. The findings disclose a pronounced positive relationship between married board members and ESG disclosure separately and collectively, pointing to a normative commitment emanating from their personal lives that extends into their roles as corporate stewards, influencing corporate sustainability, and ethical governance. Conversely, the results did not indicate a relationship between single board members and ESG disclosure. The study underscores the importance of considering the personal attributes of board members in shaping corporate governance and ESG practices. Also, it encourages a broader perspective on how diverse personal backgrounds can enhance sustainability and ethical values within organizations by advocating for boards that reflect diverse marital statuses and a commitment to family values, benefitting not only shareholders but also society at large.

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Board gender diversity and carbon emissions: European evidence on curvilinear relationships and critical mass

2021

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The role of European businesses in addressing environmental issues and climate change has taken center stage with the European Green Deal. With increasing attention to the effect of board gender diversity (BGD) on firms' environmental performance, the question arises whether BGD has any influence on carbon emissions.Based on legitimacy and critical mass theory, this study empirically investigates the impact of BGD on firms' carbon performance (CP), based on total carbon emissions intensity. The paper relies on two-stage least squares (2SLS) regressions with instrumental variable (IV) and a two-step generalized method of moments (GMM) system approach to analyze a cross-country sample of 3123 observations from non-financial firms in the European STOXX600 index over the 2009-2018 period. Our findings add to the growing empirical evidence twofold: (1) there is a robust linear and positive relationship between BGD and CP, whereas some indication of a U-shaped relationship is found; and (2) we find that a critical mass of at least two women directors needs to be reached to increase CP. Our research results contribute to the current discussion on sustainable corporate governance, especially in the European capital market, and have implications for researchers, business practice, and regulatory issues alike.

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Board Age and Gender Diversity: A Test of Competing Linear and Curvilinear Predictions

Cited by 287 publications

References 74 publications

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

From home to boardroom: Marital status and its influence on ESG disclosure

Board gender diversity and carbon emissions: European evidence on curvilinear relationships and critical mass

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