Gender diversity in the boards of directors of Brazilian businesses

Lazzaretti, Kellen; Godoi, Christiane Kleinübing; Camilo, Sílvio Parodi Oliveira; Marcon, Rosilene

doi:10.1108/17542411311303239

Cited by 52 publications

(72 citation statements)

References 30 publications

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“…Overall, it appears that there has been little progress toward integrating a diversity mindset into Brazilian organizational culture (e.g. Irigaray and Vergara, 2011;Jabbour et al, 2011;Lazzaretti et al, 2013;Santos et al, 2008;Saraiva and Irigaray, 2009;Vasconcelos, 2012Vasconcelos, , 2015 since the pioneer investigations conducted by Fleury (1999Fleury ( , 2000. Despite the limits of this study, the case units sample showed to have huge difficulties to mitigate organizational age bias effects in their headcount.…”

Section: Discussionmentioning

confidence: 75%

Organizations workforce demographic age preferences: multiple case-studies from Brazil

Vasconcelos¹

2016

Journal of Management Development

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2016),"Attachment and mentoring: Relations with junior faculty's organizational commitment and intent to turnover", Journal of Management Development, Vol. 35 Iss 3 pp. 360-381 http:// dx.Access to this document was granted through an Emerald subscription provided by emeraldsrm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to identify whether there is some common pattern between organizations that give primacy either to younger workforce or to older one. Design/methodology/approach -It depicts the empirical evidence of eight case studies and some theoretical contributions thereof. All case units are considered outstanding employers in Brazil business scenario, given the magnitude of their human resource (HR) feats and society acknowledgements. Taken together, they are eight representative cases derived from Época magazine and Great Place to Work® Institute 2013 list. Findings -Case units exhibited strongest group age preferences on an ongoing basis. Rather, they depicted an unbalanced labor force demographic age frame for the sake of their own HR choices. As a result, they all could be labeled as age bias companies in a more or less degree. Given that their options (i.e. percentage of preferences) have been somewhat consistent during the period of analysis, one may therefore infer that such options have been buttressed by the leadership held values. Surprisingly, all case units had not provided logical arguments or wise explanations in light of their decisions related to it. Moreover, the companies had not offered compelling evidence that they were implementing robust diversity and inclusion polices aiming to provide an equalitarian treatment to all age groups or that they were at least paying attention to these issues in a coherent form. In fact, they have been astonishingly silent on these matters. Research limitations/implications -The purposeful sample strategy that was carried out in this study does not permit that the results be generalized. Actually, they are derived from only a specific cohort of companies -to some extent, they are outliers in the list of the best organizations to work for in Brazil -that has been noticeable for their extreme workforce ...

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Section: Discussionmentioning

confidence: 75%

Organizations workforce demographic age preferences: multiple case-studies from Brazil

Vasconcelos¹

2016

Journal of Management Development

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“…First, this study looks into the role of gender diversity on various performance metrics, answering the call made by Adams and Ferreira (2009) and Kiliç and Kuzey (2016) for more research on the effects of women representation in top management in relatively unexplored settings. Also, our study complements the emerging body of work focused on the effects of gender diversity on performance in developing economies (e.g., Lazzaretti et al, 2013;Liu et al, 2014;Kiliç and Kuzey, 2016).…”

Section: Introductionmentioning

confidence: 73%

Gender diversity in the board, women’s leadership and business performance

Moreno-Gómez¹,

Lafuente²,

Vaillant

2018

160

110

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This paper investigates how gender diversity in top management-i.e., boardroom and top management positions-impacts business performance among Colombian public businesses. Design/methodology/approach: Building on the Upper Echelon theory which emphasizes that gender in an important characteristic that influences top management's decision making, we employ panel data models on a sample of 54 Colombian public businesses for the period 2008-2015 to test the proposed hypotheses relating gender diversity and subsequent business performance. Findings: The results support that gender diversity is positively associated with subsequent business performance. More concretely, we find that the relationship between gender diversity at the top of the corporate hierarchy-in our case, as CEO and in the top management team-and subsequent performance becomes more evident when performance is linked to business operations (ROA), while the positive effect of women's representation in the boardroom and subsequent performance is significant when performance is measured via shareholder-oriented metrics (ROE). Originality/value: Few studies have addressed the role of gender diversity on performance in developing economies. This study contributes to better understand how gender diversity impacts performance in contexts where women are underrepresented in the top management, and where the appointment of women directors or managers is not driven by regulatory pressures.

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“…The board of directors is the most important organ of the company who are responsible for the management of the company and the directors decide the strategy for the business operation (Aina, 2013). The board is also the most important internal control mechanism in corporate governance which is used to curb agency issues in the corporation (Lazzaretti, Godoi, Camilo, & Marcon, 2013). Nevertheless, the impact of diversity on earnings management is unknown in developing countries.…”

Section: Literature Reviewmentioning

confidence: 99%

Diversity of Internal Governance and Financial Reporting Quality: Post-GFC of an Emerging Market

2019

ijrte

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We examine whether wide-ranging board diversity reduce earnings management from the emerging market of Malaysia. We contribute to the prior literature in several ways. First, while previous literature are mainly focusing on the developing economy, our study is the first that examine the relationship between all-inclusive set of diverse board characteristics and earnings management from the emerging economy. Second, we concentrate to the post-GFC period, where we intentionally avoid the GFC, a situation where managerial opportunistic behaviour to engage in earnings management is more prevalent due to economic reason. Third, we cover the potential complementary or substitutive effects of board diversity characteristics on earnings management. Using 1400 listed firms in emerging market of Malaysia over the period of 2009-2015, in contrast to our prediction, our findings demonstrated that the relationship between board diversity characteristics and earnings management in the Malaysia is mixed. We therefore conclude that the diversity mechanism that work well in the developing countries might not necessarily compatible to the emerging economy such as Malaysia.

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Gender diversity in the boards of directors of Brazilian businesses

Cited by 52 publications

References 30 publications

Organizations workforce demographic age preferences: multiple case-studies from Brazil

Organizations workforce demographic age preferences: multiple case-studies from Brazil

Gender diversity in the board, women’s leadership and business performance

Diversity of Internal Governance and Financial Reporting Quality: Post-GFC of an Emerging Market

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