Does task-related conflict mediate the board gender diversity–organizational performance relationship?

Oever, Koen van den; Beerens, Bart

doi:10.1016/j.emj.2020.09.008

Cited by 18 publications

(9 citation statements)

References 70 publications

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“…When the proportion of 33% is reached, women feel more comfortable contesting ideas brought about by management or other board members during strategic discussions. They feel empowered to present their own points of view and persistently stand up for their own ideas until board consensus is reached, contributing to an increase in cognitive conflict (Torchia et al , 2011; van den Oever and Beerens, 2020). The proportion of 33% women on boards shifts board dynamics, allowing the varied knowledge, skills, backgrounds and personal qualities possessed by board members to be leveraged.…”

Section: Discussionmentioning

confidence: 99%

Board dynamics and board tasks empowered by women on boards: evidence from Italy

Słomka‐Gołębiowska

Masi

Paci

2022

MRR

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Purpose This study aims to examine the effects of board dynamics produced by reaching a certain proportion of women on board tasks (monitoring, strategy and advisory). Design/methodology/approach Using a panel of 35 listed companies belonging to FTSE-MIB index, for the years 2008–2015, the hypotheses can be tested by applying random effect regressions. The introduction of gender board quota law in Italy has created a quasi-natural experiment that is applied in the study. Findings This research provides evidence that reaching 33% women on boards, which is the threshold mandated by the Italian gender board quota law, makes a difference for strategy tasks but not for monitoring tasks. This proportion of women on boards creates the board dynamics necessary to empower all board members, allowing the varied knowledge, skills, backgrounds and personal qualities to be leveraged and used in strategy tasks. For monitoring tasks, obtaining a proportion of 20% women on boards, as a first threshold enforced by the law, is enough to voice their opinion during board meetings and challenge management. Originality/value The results show that each set of board tasks requires different dynamics trigged by a specific proportion between a minority (women) and a dominant subgroup (men). To enhance monitoring tasks performance, it is enough to reach a proportion between men and women which makes the women less isolated and more inclined to speak up during the board meetings. In the case of strategy tasks, the improved performance is achieved when the dominant group enticed to hear women’s opinions and responsive to various perspectives. This paper expands the debates going beyond monitoring tasks, showing the importance of board dynamics for engagement in strategy and advisory tasks.

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Section: Discussionmentioning

confidence: 99%

Board dynamics and board tasks empowered by women on boards: evidence from Italy

Słomka‐Gołębiowska

Masi

Paci

2022

MRR

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“…In a long DTG, increased gender diversity can lead to team members' decreased communication (Kravitz, 2003), increase differences and conflict (van den Oever & Beerens, 2021), lack of cohesion (Wahid, 2019), and cooperation (Chatman & Flynn, 2001). The aged men members may see themselves in the same social category that is characterized by maturity and experience while women may be perceived as “others” who are not mature or experienced.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Does duration of team governance decrease corporate carbon emission intensity

Xia

Zhu

Cai

2022

Corp Soc Responsibility Env

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The study explores the effects of duration of team governance (DTG) on carbon emission intensity of 608 U.S. listed corporations merged three official datasets of Carbon Disclosure Project (CDP), Compuatat and BoardEx over the period 2009-2018, using unbalanced panel data analysis. It bridges three theoretical approaches: group development theory (GDT), social identity theory (SIT) and resource dependence theory (RDT) and applies econometric analysis techniques to investigate corporate carbon emission intensity. The result shows an inverted U-shaped relationship between DTG and carbon emission intensity. It is interesting that carbon emission intensity increased when the duration is less than 6.52 years, however, the duration exceeds 6.52 years decreases carbon emission intensity.We also find other factors of team size and gender diversity moderate the U-shaped relationship, further testing the optimal team of 8-11 members and 3-4 women members. Meanwhile, the finding shows that the low-carbon innovation is an effective mediator for DTG to decrease carbon emission intensity. The paper is important for managerial implication and policy making.

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Section: Pendahuluanunclassified

“…Keragaman demografis dewan mengacu pada komposisi anggota dewan meliputi usia, jenis kelamin, latar belakang pendidikan, etnis, kebangsaan, dan pengalaman (Coffey dan Wang, 1998; Erhardt dkk, 2003). Keragaman gender dewan mempengaruhi konflik yang terkait dengan tugas dan bagaimana konflik tersebut mempengaruhi kinerja organisasi (van den Oever & Beerens, 2020).Keragaman gender menjadi salah satu dimensi keberagaman yang penting bagi organisasi, karena peningkatan persentase karyawan wanita, maka keragaman gender menjadi hal yang penting di semua organisasi (Şener & Karaye, 2014). Keragaman gender dewan didasarkan pada argumen etis dan ekonomis, serta terdapat hubungan positif antara keragaman gender dewan dengan nilai perusahaan (Campbell dan Minguez-Vera, 2008).…”

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Board Gender Diversity: Suatu Telaah Pustaka

Artha¹,

Jufri²

2021

JPK

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Tujuan penelitian adalah ini untuk mengetahui keterkaitan board gender diversity dengan variabel-variabel lain. Board gender merupakan faktor penting yang mempengaruhi keputusan strategis perusahaan. Penelitian ini menggunakan studi literatur (literature review) sebagai metodologi penelitian. Penelitian ini menunjukkan hasil bahwa keragaman gender dewan (board gender diversity) berpengaruh positif terhadap stock price informativeness, firm performance, sustainability reporting quality, internal control weaknesses, corporate social responsibility (CSR), CEO’s base pay dan compensation inequality, corporate risk, dividend payouts, renewable energy consumption, corporate innovation, firm profitability, biodiversity disclosures, cross listing, organizational performance, corporate environmental responsibility, financial reporting quality, firm performance pada negara dengan high national governance quality. Penelitian ini juga memperlihatkan bahwa dividend payments, capital structure, technical efficiency, R&D investments, cost of bank loans, stock price cash risk, firm performance pada negara dengan low national governance quality berbanding terbalik dengan board gender diversity. Hasil selanjutnya adalah board gender diversity tidak berpengaruh terhadap firm risk. Kata kunci: board gender diversity, telaah pustaka

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Does task-related conflict mediate the board gender diversity–organizational performance relationship?

Cited by 18 publications

References 70 publications

Board dynamics and board tasks empowered by women on boards: evidence from Italy

Board dynamics and board tasks empowered by women on boards: evidence from Italy

Does duration of team governance decrease corporate carbon emission intensity

Board Gender Diversity: Suatu Telaah Pustaka

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