The Right Mix? Gender Diversity in Top Management Teams and Financial Performance

Opstrup, Niels; Villadsen, Anders Ryom

doi:10.1111/puar.12310

Cited by 116 publications

(127 citation statements)

References 64 publications

Supporting

Mentioning

123

Contrasting

Unclassified

Order By: Relevance

“…Recruitment of ethnic minorities in public workplaces is an important topic as it relates to the creation of diverse, representative work groups. While evidence from the private sector tends to point to detrimental effects of employee diversity (Joshi and Roh ; Williams and O'Reilly ), studies of public workplaces have pointed to more positive effects (Opstrup and Villadsen ; Pitts ). Representative bureaucracy theory, which suggests that public workplaces benefit from being representative of the surrounding society, may explain this difference (Kingsley ).…”

Section: Employment Discrimination In the Public Sectormentioning

confidence: 99%

Does Good Performance Reduce Bad Behavior? Antecedents of Ethnic Employment Discrimination in Public Organizations

Guul

Villadsen

Wulff

2019

Public Administration Review

Self Cite

View full text Add to dashboard Cite

Equal treatment is a key feature of modern bureaucracy. However, several studies have shown that public organizations discriminate against ethnic and racial minorities to different degrees. Which organizational features explain differences in discrimination is largely unknown. This article proposes that organizational performance relates to an organization's likelihood of engaging in employment discrimination and argues that poor‐performing organizations tend to be less open to new ideas and that decision makers in such organizations are more prone to stereotyping behavior. The study combines a field experiment in which applications were sent to real job vacancies in 71 Danish public schools with administrative data on the schools. Bayesian analyses show that minority applicants generally faced discrimination but that they experienced a higher callback rate from better‐performing schools than from poorer‐performing schools. Implications for practice and research are discussed.

show abstract

Section: Employment Discrimination In the Public Sectormentioning

confidence: 99%

Does Good Performance Reduce Bad Behavior? Antecedents of Ethnic Employment Discrimination in Public Organizations

Guul

Villadsen

Wulff

2019

Public Administration Review

Self Cite

View full text Add to dashboard Cite

show abstract

“…Much research in the private sector has examined board diversity and the composition of top management teams within organizations (Siciliano ; Walt and Ingley ). Recent research by public and nonprofit management scholars (Brown ; Opstrup and Villadsen 2014) focuses on the relationship between top management team composition and organizational performance. Findings are mixed among positive, negative, and no relationships found between heterogeneity and performance.…”

Section: Linking Governing Board Characteristics To Top Manager Turnovermentioning

confidence: 99%

Top Management Turnover: The Role of Governing Board Structures

Rutherford

Lozano

2017

Public Administration Review

View full text Add to dashboard Cite

. His research is centered on issues of higher education governance, student activism and involvement, and the history of higher education. E-mail: jonlozan@indiana.eduAmanda Rutherford is assistant professor in the School of Public and Environmental Affairs at Indiana University, Bloomington. Her research focuses on performance accountability systems, executive profiles and decision-making processes, and representative bureaucracy. Evidence for Practice• Executive turnover in public and nonprofit organizations may be partially explained by governing board structures and politics.• In U.S. higher education, larger governing boards increase the likelihood of executive departure, while boards overseeing multiple institutions lower the likelihood of departure.• The presence of either a faculty representative or student representative on the governing board vastly decreases the likelihood of executive departure.• Governing board characteristics explain little regarding where executives go after leaving their position. Amanda Rutherford Jon LozanoIndiana University, Bloomington Top Management Turnover: The Role of Governing Board Structures U nderstanding why executives leave their posts is becoming increasingly important for modern public organizations, where evolving accountability policies and increasing political polarization place heavy responsibilities on top-level managers. Executive departures often differ from turnover in lower-level positions given the salience of and political pressure on executives (for recent work on employee turnover, see, e.g., Grissom, Viano, and Selin 2016 ). Public administration scholars have occasionally examined what underlying factors increase executive turnover risk, with a focus on push and pull factors that either force a manager to leave or attract him or her to a different position. While this work recognizes the potential influence of politics on managerial tenure-particularly in the case of city managers-it stops short of fully considering the role of governing board structures in departure decisions. Given increased polarization and far-reaching accountability policies, understanding the durability of executive roles is quite pressing for the public sector.Research on corporate governance and private firms provides a wealth of literature on linkages between board governance and executive turnover, executive compensation, and various forms of firm performance (see, e.g., Daily, Dalton, and Canella 2003 ;Gillan 2006 ). While some of these linkages can be detected in research on board composition and power by nonprofit scholars (e.g., O ' Regan and Oster 2005 ), discussions of how board structures and politics can influence executive tenure have less commonly been extended to public and nonprofit organizations. Yet governing boards of public organizations vary dramatically in size, oversight responsibilities, member composition, and member selection. Given that members of governing boards often interact directly with agency executives in strategic planning and decision-mak...

show abstract

“…Records excluded based on 2 nd screening of titles and abstracts (n = 250) The most pervasive impetus for diversity is its potential to influence financial outcomes (Opstrup and Villadsen 2015). In theory, it is expected that having a diverse workforce and engaging diverse employee perspectives will result in fresh ideas, learning, and innovations, and ultimately provide a strategic advantage (Richard 2000;Thomas and Ely 1996).…”

Section: Gender Dandi From a Pwo Perspectivementioning

confidence: 99%

Reinvigorating Research on Gender in the Workplace Using a Positive Work and Organizations Perspective*

Warren

Donaldson

Lee

et al. 2019

Int J Management Reviews

View full text Add to dashboard Cite

Gender inequality is a widespread organizational challenge, however, research on gender in the workplace suffers from stagnation in mainstream management research. A positive work and organizations perspective has the capacity to augment problem‐focused gender research with new approaches to boosting gender equity. Yet, contributions that utilize such a perspective are sparsely spread across nearly two decades’ time and dozens of journals with differing disciplinary foci. This paper aims to reinvigorate gender research in management research by consolidating insights that have emerged through the application of a positive perspective. Therefore, we systematically review articles published in 21 management and psychological journals between 2001 and 2016. Four main themes emerged as drivers of gender research from a positive perspective: performance, social integration, well‐being, and justice/moral matters. The contributions within these themes highlight pathways to organizational flourishing through positive diversity and inclusion behaviors and practices. Thus, this paper provides a conceptual map for navigating and planning further research.

show abstract

The Right Mix? Gender Diversity in Top Management Teams and Financial Performance

Cited by 116 publications

References 64 publications

Does Good Performance Reduce Bad Behavior? Antecedents of Ethnic Employment Discrimination in Public Organizations

Does Good Performance Reduce Bad Behavior? Antecedents of Ethnic Employment Discrimination in Public Organizations

Top Management Turnover: The Role of Governing Board Structures

Reinvigorating Research on Gender in the Workplace Using a Positive Work and Organizations Perspective*

Contact Info

Product

Resources

About