Pay inequality and gender dynamics in top executive positions

Amore, Mario Daniele; Garofalo, Orsola

doi:10.1111/corg.12389

Cited by 8 publications

(8 citation statements)

References 120 publications

(201 reference statements)

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“…Incorporating insights from corporate governance and behavioral economics, the study provides new evidence about the barriers for women to reach to and remain at the apex of the organization. In line with Boutchkova et al (2021) and Yin et al (2021), and regarding the contextual variations of their finding, Amore and Garofalo (2021) also suggest that social norms tend to influence the effectiveness of governance policies and practices aimed at increasing diversity in the upper echelons.…”

Section: Editor's Picks 2021supporting

confidence: 60%

“…The final Editor's pick of 2021 is about pay inequality and gender dynamics in top executive positions and hence connects the largely decoupled literatures on gender diversity and executive pay distribution. Amore and Garofalo (2021) deal with the widely neglected exit of female executives from the firm's top executive team. Based on panel data from US listed firms for the study period from 1992 to 2012, they show that female executives are more likely to leave when there are higher levels of inequality in executive pay.…”

Section: Editor's Picks 2021mentioning

confidence: 99%

See 1 more Smart Citation

Diversity and disobedience at the top, pay incentives, social norms, and board reforms: A kaleidoscope of corporate governance research

Stathopoulos

Talaulicar

2022

Corporate Governance

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This editorial intends to sum up some of our major accomplishments in the previous publishing year of Corporate Governance: An International Review and to stimulate and foster the global corporate governance community to take stock of the intriguing insights to be gathered from the research that we were able to release in 2021. It is the mission of CGIR to be the premier scholarly outlet for international corporate governance research that is both rigorously done and relevant to practitioners. Corporate governance is defined broadly as the exercise of power over corporate entities so as to increase the value provided to the organization's various stakeholders, as well as making those stakeholders accountable for acting responsibly with regard to the protection, generation, and distribution of wealth invested in the firm. Rigorous research builds or tests extant theory, contains clear definitions of constructs and well-specified relationships, demonstrates a command of previous literature, and is methodologically sound. Relevant research asks research questions that 394

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Section: Editor's Picks 2021supporting

confidence: 60%

Section: Editor's Picks 2021mentioning

confidence: 99%

Diversity and disobedience at the top, pay incentives, social norms, and board reforms: A kaleidoscope of corporate governance research

Stathopoulos

Talaulicar

2022

Corporate Governance

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“…At the TMT level, Gayle et al (2012) show that female executives are promoted faster internally but have a higher exit rate than men, and the high exit rate explains the pay gap with male executives. The reverse relationship is also observed: Female executives earn less than male executives, and the pay gap increases female executives' exit rates (Amore & Garofalo, 2021; Keller et al, 2020). This effect is influenced by organizational culture and temporal flexibility (Keller et al, 2020), pay structure, female representation in TMTs, and regional attitudes toward income inequality (Amore & Garofalo, 2021).…”

Section: Women's Tenure and Exitmentioning

confidence: 99%

“…The reverse relationship is also observed: Female executives earn less than male executives, and the pay gap increases female executives' exit rates (Amore & Garofalo, 2021; Keller et al, 2020). This effect is influenced by organizational culture and temporal flexibility (Keller et al, 2020), pay structure, female representation in TMTs, and regional attitudes toward income inequality (Amore & Garofalo, 2021). Corporate culture and promotion bias (e.g., an inequitable and negative work environment or the lack of development opportunities) can also push top‐performing women out of their companies (Samuelson et al, 2019).…”

Section: Women's Tenure and Exitmentioning

confidence: 99%

Antecedents of top management team and board gender diversity: A review and an agenda for research

Yao

2022

Corporate Governance

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Research Question/Issue The paper aims to understand the factors hindering and facilitating women's access to top management teams (TMTs) and boards of directors. It provides a systematic review of extant scholarly work on the antecedents of TMT and board gender diversity. Research Findings/Insights Reviewing and integrating research from over 200 journal publications, I develop an integrative review of the antecedents of gender diversity for two types of research contexts—TMT and board—at three levels: person centered, situation centered, and social‐system centered. I also identify knowledge gaps and suggest areas for future research. Theoretical/Academic Implications This comprehensive review of extant research simultaneously considers antecedents of TMT gender diversity and board gender diversity, providing insights into divergent trends of TMT and board gender diversity while highlighting understudied areas. Hopefully, the review will inspire more research to advance knowledge of the antecedents of TMT and board gender diversity, areas that have received relatively little attention compared with extensive research on the consequences of gender diversity. Practitioner/Policy Implications Gender diversity in corporate leadership is a topic of great interest. The growth in board gender diversity is unprecedented, but growth in TMT gender diversity has been stagnant. I offer a synthesis of extant literature to understand the social, situational, and individual drivers of TMT and board gender diversity, providing valuable insights for policymakers, investors, executives, and directors who seek to improve corporate leadership gender diversity.

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“…This is the view of many researchers including Arasa (2019) who avow that the inability of HRIS to fully support the health sector can be linked to numerous managerial challenges related to the complexity of the services rendered to the public, and the negligence of management Grabner and Martin (2021) also remarked management support is needed to fund the provision of other infrastructure that facilitate HRIS implementation in the health sector. Not prioritizing HRIS and its implementation by management of the health sector will render it useless causing low employee morale and possibly the intention to quit (Amore & Garofalo, 2021). Overall, we are of the view that the strategic role of any management is to pursue programmes that motivate employees.…”

Section: Managerial Challengesmentioning

confidence: 99%

Descriptive literature review of human resource information systems (HRIS) adoption issues in the health sector, South Africa

Iwu

Udekwe

Harpe

et al. 2021

IJRBS

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No organisation is ever static. For several reasons, each organisation reviews its aims and objectives from time to time. These reasons may be internally or externally driven. They could also be politically, economically and or socially motivated. Research has established that most of the attempts at bringing about change are based on the needs of employees and customers. Essentially, for the purposes of better management of employees and customers, human resource information systems (HRIS) are touted as the panacea for effective and efficient health sector service delivery. Focusing on South Africa, this paper used the descriptive literature review method to determine HRIS adoption issues within the health sector of South Africa. As an important sector in any growing economy, the health sector in our view benefits from a constant review of its mission. Within the context of South Africa, substantial emphasis is yet to be placed on health sector effectiveness. Elsewhere, in other regions and continents, research on HRIS adoption within the health sector suggests that its adoption is problematic but useful. The South African health sector is yet to fully embrace this technology and as a result is suffering from employee dissatisfaction, brain drain, and general maladministration. Investment in HRIS research is therefore instructive especially within the context of South Africa. What we have found through this review is that investing in HRIS is crucial; however, it requires thorough consideration for its funding, infrastructural support, and skilled manpower among others.

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Pay inequality and gender dynamics in top executive positions

Cited by 8 publications

References 120 publications

Diversity and disobedience at the top, pay incentives, social norms, and board reforms: A kaleidoscope of corporate governance research

Diversity and disobedience at the top, pay incentives, social norms, and board reforms: A kaleidoscope of corporate governance research

Antecedents of top management team and board gender diversity: A review and an agenda for research

Descriptive literature review of human resource information systems (HRIS) adoption issues in the health sector, South Africa

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