CEO age and CEO gender: Are female CEOs older than their male counterparts?

Withisuphakorn, Pradit; Jiraporn, Pornsit

doi:10.1016/j.frl.2016.12.026

Cited by 28 publications

(16 citation statements)

References 8 publications

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“…To solve these issues we follow the previous studies (e.g. Faccio et al , 2016; Withisuphakorn and Jiraporn, 2017; Usman, Farooq, Zhang, Makki and Khan, 2019; Usman, Farooq, Zhang, Makki and Sun, 2019; Usman, Zhang, Farooq, Makki, and Dong, 2018; Usman, Zhang, Wang, Sun and Makki, 2018) and use PSM method. Through this method we can identify control group for each firm with gender-diverse board and that control group probably have no observable differences in characteristics except for one variable (i.e.…”

Section: Resultsmentioning

confidence: 99%

Women on boards and CEO pay-performance link

Usman

Farooq

Zhang

et al. 2019

IJM

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Purpose The purpose of this paper is to investigate the crucial question of whether gender diversity in boardroom is associated with CEO pay and CEO pay-performance link. Design/methodology/approach The authors used the data of companies listed on the Pakistan Stock Exchange for a sample consisting of KSE-100 index companies for the period of five years. The authors used the ordinary least square regression technique to test the developed hypotheses. The authors also used the two-step Heckman selection model, two-stage least square regression and propensity score matching method to control the problem of endogeneity. Findings The authors find reliable evidence of a negative association between gender diversity and CEO pay and of board gender diversity’s strengthening the relationship between CEO pay and firm performance. The authors also find that women director are more effective in setting the optimal contract in non-family-owned firms and firms with dispersed ownership structure as compared to family-owned firms and firms with concentrated ownership structure. Moreover, results also reflect that the influence of board diversity on both CEO pay and CEO pay-performance link is stronger when gender diversity goes beyond tokenism. Practical implications The findings have implications in terms of providing the basis for policy makers to accord the same level of importance to gender diversity in the boardroom as well as contributing to the current debate on the desirability of mandating or recommending gender diversity on boardrooms. Originality/value This study is among the few studies which investigate the moderating role of boardroom gender diversity on the CEO pay-performance link. In addition, this study contributes to the institutional theory by providing the empirical evidence that the effect boardroom gender diversity on CEO pay and CEO pay-performance link varies by type of ownership.

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Section: Resultsmentioning

confidence: 99%

Women on boards and CEO pay-performance link

Usman

Farooq

Zhang

et al. 2019

IJM

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“…In order to reduce the influence of heteroscedasticity, robust standard error is adopted in the regression analysis of this paper. Due to the low proportion of female CEOs (7.6% in this paper), this problem is found universally in existing literature [34,35], and there is not yet a good solution to this problem. For the selection of specific model, regression method from existing literature is referenced [38,39,43].…”

Section: Regression Analysis Of Ceo's Gender and Corporate Innovationmentioning

confidence: 90%

“…In the observations used for sample in this paper, the number of female CEOs is relatively small, accounting for 7% of the total sample. This issue also exists in the available literature, but it has little effect on regression analysis results [34,35]. Therefore, the regression models of this paper are:…”

Section: Modelsmentioning

confidence: 98%

Female CEOs and Corporate Innovation Behaviors—Research on the Regulating Effect of Gender Culture

et al. 2019

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With the increasing number of female senior executives, the relationship between female senior executives and corporate innovation behaviors has attracted widespread attention, but few works have studied the influences of female CEOs on innovation behaviors and their mechanisms. This paper studies the relationship between CEO's gender and the selection of corporate innovation behaviors, as well as the regulating effect of gender culture on the relationship between them. It was discovered in the studies that (1) if compared with male CEOs, female CEOs have significantly promoted both incremental innovation behaviors and radical innovation behaviors; (2) gender culture has positively regulated the relationship between CEO's gender and corporate incremental innovation behaviors, yet the regulating effect of gender culture on the relationship between CEO's gender and corporate radical innovation behaviors is not significant. Thus, the government needs to further foster a gender culture with gender equality, and actively promote the positive effect of female CEOs in corporate innovations.

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“…Likewise, the depth of experience of a CEO has a learning curve influenced by the environment, and the CEO age and CEO tenure have a direct association with CEO experiences (Castelló-Climent, 2019). Different authors have studied CEO age (Yim, 2013; Goergen et al , 2015; Dang et al , 2017; Withisuphakorn and Jiraporn, 2017). Studies also showed that CEO age is significantly and negatively related to firm value and operating performance (Cline and Yore, 2016).…”

Section: Theory Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Assurance service and performance. Effect of CEO characteristics

Oware

Mallikarjunappa

2020

MEDAR

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Purpose The purpose of this study is to investigate the impact of the choice of an assurance service provider on financial and social performance in an emerging economy. The study also examines whether the chief executive officer’s (CEO) characteristics influence the choice of an assurance service provider. Design/methodology/approach This study uses descriptive statistics, ordinary least square and probit regression to examine the 800 firm-year observations for the period 2010–2019 and with the Indian stock market as a testing ground. Findings The study shows that the engagement of assurance service providers reduces financial performance (stock price returns and Tobin’s q). The study also shows that consulting firms and auditing firms improve the social performance disclosure of the firm in an emerging economy. However, consulting firms outweigh auditing firms in improving social performance disclosure. Also, the implementation of mandatory reporting may slightly impede instead of an increase in social performance disclosure in an emerging economy. The study also shows that ageing CEOs prefer consulting firms over auditing firms in assurance service provision. Finally, the study shows that an extended stay in office by a CEO improves the choice of consulting firms, but the effect has a near-neutral significance. Originality/value The choice of CEO characteristics as an independent variable adds to the factors or drivers that cause the choice of an assurance service provider in an emerging economy. Also, the measurement variable of stock price returns and Tobin’s q expands the financial performance measurement in the relationship with assurance service providers.

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CEO age and CEO gender: Are female CEOs older than their male counterparts?

Cited by 28 publications

References 8 publications

Women on boards and CEO pay-performance link

Women on boards and CEO pay-performance link

Female CEOs and Corporate Innovation Behaviors—Research on the Regulating Effect of Gender Culture

Assurance service and performance. Effect of CEO characteristics

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