The performance impact of gender diversity in the top management team and board of directors: A multiteam systems approach

Wu, Jie; Richard, Orlando C.; Triana, María del Carmen; Zhang, Xinhe

doi:10.1002/hrm.22086

Cited by 64 publications

(41 citation statements)

References 150 publications

(202 reference statements)

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“…In general, whether from the perspective of the corporate strategic decision-making process or the impact on corporate performance, the importance of top management teams in enterprises has been fully affirmed. For instance, a significant body of research explores the influence of age, gender, education level, and other backgrounds of the top management team on executive behaviors and corporate performance [ 14 , 15 , 16 , 17 ]. Furthermore, researchers have added to and revised the upper echelons theory, arguing that the top management team comprises the individuals that are most deeply involved in decision-making and -execution, and have begun to pay more attention to the important role of the top management team in strategic decisions and performance improvements [ 18 , 19 , 20 ].…”

Section: Theoretical Reviewmentioning

confidence: 99%

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Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance

Wang

Yang

2022

Behavioral Sciences

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Although the importance of the top management team’s characteristics has attracted research attention, its influence remains undetermined. This paper considers the influence of top management team characteristics’ heterogeneity on GEM-listed enterprises’ innovation performance. From the perspective of optimizing top management team human capital and improving enterprise innovation performance, this study analyzes 634 GEM-listed enterprises via regression analysis. The results show that the effect of shallow-factor heterogeneity of the top management team on enterprise innovation performance is not significant, but deep-factor heterogeneity has a negative effect. These findings indicate that deep-factor heterogeneity is more important than shallow-factor heterogeneity and is subject to closer attention. If a GEM-listed enterprise wants to set up a strong top management team that contributes to the improvement of enterprise innovation performance, it must examine the consistency of each member’s educational background and extend their tenure as long as possible without considering the gender ratio or age structure of the team.

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Section: Theoretical Reviewmentioning

confidence: 99%

“…Extant research has extensively studied the superficial factors of managers that are inherent and difficult to change (e.g., gender and age) [ 17 , 38 , 39 ]. Some researchers have suggested that these so-called shallow factors do not cause cognitive conflicts to the same extent that factors such as race do [ 40 ].…”

Section: Research Hypothesesmentioning

confidence: 99%

Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance

Wang

Yang

2022

Behavioral Sciences

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“…Specifically, we have included four control variables that measure board size, considering the logarithm of the total number of administrators within the board (Board Size). Literature on corporate governance has peacefully noted a greater diversity in larger boards rather than in smallest ones (Safari, 2021;Poletti-Hughes and Briano-Turrent, 2019;Wu et al, 2022) and the likelihood of a more significative diversity in larger boards is easily understood.…”

Section: Control Variablementioning

confidence: 99%

Multidisciplinary perspectives on equality and diversity in sports 2022

Salvador¹,

Göksu²,

Cimbrini³

et al. 2022

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Multidisciplinary perspectives on equality and diversity in sportsAlbeit some exceptions, athletes, practitioners, decision and policymakers, and sports spectators are predominantly men. In this sense, gender segregation and discrimination are present in multiple aspects of sports, and are socially normalised and accepted through a discourse that essentialises the embodied sexual differences between genders. This gender discourse legitimises the exclusion of women in some sports modalities considered masculine and traped them to those considered as predominantly feminine and feminized It traps female bodies in socio-cultural constructions as less able to exercise and engage in sport or as the second and weaker version of the ideal masculine body.Sports and its management continue to be a field where men and masculinity strongly prevail. The International Congress on Multidisciplinary Perspectives on Equality and Diversity in Sport (ICMPEDS) aimed to investigate the complexities of the following questions: What does gender openness mean in the context of sport in the 21st century? What persists as gender closure in the same context? What are the gender cultures that signify sport continuing to be defined by regimes that resort to dominant masculinity embodied in a strong and male athletic body? Which factors are assessed as the driving forces of these gender cultures that reveal male dominance in the sports field? However, there are significant signs that the context of sport may be changing. The European Union and some national governments have efforted to promote gender equality and diversity by fostering the adoption of gender equality codes/policies in various modalities, and international and local sports organizations. These new policies aim to increase female participation and recognition in sports, their access to leadership positions and involvement in the decision-making in sport structures. Additionally, the number of women practising non-competitive sports and as sports spectators have started growing. This improvement leads to new representations of sports and challenges the roles of women in such a context. Different body constructions and the emergence of alternative embodied femininities and masculinities are also challenging how athletes of both genders experience their bodies and sports practice. Nevertheless, the research on the impacts of these changes/challenges in sports is scarce. This book focuses on mapping gender relations in sports and its management by considering the different modalities, contexts, institutional policies, organizational structures and actors. It treats sports and its management as one avenue where gender segregation and inequality occur, but it also adopts such a space that presents an opportunity for change and a widely applicable topic whose traits and culture are reflected in organizations and work more broadly.The first chapter, "Do values translate into action: Exploring a "commitment" to gender equality in 9 sport", by Shannon KERWIN and Jeremy RUTMAN from the De...

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“…Interest in the relationship between team diversity and performance is increasing (Klein et al, 2011;Triana et al, 2021). Many researchers have investigated the effect of team diversity on performance (e.g., Fouskas & D'Isanto, 2021: Wu et al, 2022Zimmerman, 2008;Narayan, Sidh andVolberda, 2021: Triana et al, 2021), and focused on BOD's diversity (e.g., Wu et al, 2022;Veltri, Mazzotta and Rubino, 2021).…”

Section: Board Diversity and Performancementioning

confidence: 99%

The Influence of Board Diversity and Board Conflict on Performance in Consumer Cooperatives in South Korea

LEE¹,

KANG²,

LEE³

2022

JEOD

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Board of directors are important elements in the structure and management of cooperatives. This study examines the relationships between cooperative board diversity (i.e., value and functional) and three performance variables (social performance, operational performance, and democratic performance). Additionally, we hypothesize that conflict (task or relational) mediates these relationships. We argue that decision making, policy, and performance depend on the composition of a board. The empirical analysis, using a sample of 423 female board members in 66 local consumer cooperatives in South Korea, finds that board value diversity can have a negative effect on performance, even though their functional background diversity may be positive, while conflicts over performing tasks may mediate functional background diversity and performance. More specifically, the results indicate that board value diversity is positive and significantly related to relational conflicts, while functional background diversity is negative and significantly related to task conflicts. The findings suggest that performance of cooperatives can be improved with more diverse board with functional backgrounds. We hope that this paper could offer a significant contribution to both the board and corporate governance literature and the diversity literature.

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The performance impact of gender diversity in the top management team and board of directors: A multiteam systems approach

Cited by 64 publications

References 150 publications

Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance

Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance

Multidisciplinary perspectives on equality and diversity in sports 2022

The Influence of Board Diversity and Board Conflict on Performance in Consumer Cooperatives in South Korea

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