2019
DOI: 10.5465/ambpp.2019.13174abstract
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Gender And Cooperativeness: Evidence From Strategic Alliances

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“…Despite the important repercussions of strategic alliances for firms, the influence of GDDB on a firm's capacity to develop strategic alliances has been scarcely studied. Francis et al [76] analysed whether firms with female directors forged more alliances compared to firms with all male directors, using a panel dataset of alliances in U.S. firms between 1997 and 2014, and found support for this hypothesis. Post et al [17] analysed strategic alliance formation as a way in which women on boards can influence firm performance, and after analysing 36 firms in the U.S. oil and gas industry, the authors found that as the representation of women on the board increased and the number of independent directors grew, firms were more likely to form renewable energy alliances.…”
Section: Hypotheses 3 (H3) Cac Is Positively Associated With Performance In Cooperativesmentioning
confidence: 99%
“…Despite the important repercussions of strategic alliances for firms, the influence of GDDB on a firm's capacity to develop strategic alliances has been scarcely studied. Francis et al [76] analysed whether firms with female directors forged more alliances compared to firms with all male directors, using a panel dataset of alliances in U.S. firms between 1997 and 2014, and found support for this hypothesis. Post et al [17] analysed strategic alliance formation as a way in which women on boards can influence firm performance, and after analysing 36 firms in the U.S. oil and gas industry, the authors found that as the representation of women on the board increased and the number of independent directors grew, firms were more likely to form renewable energy alliances.…”
Section: Hypotheses 3 (H3) Cac Is Positively Associated With Performance In Cooperativesmentioning
confidence: 99%