The Role of Female Directors in the Boardroom: Examining Their Impact on Competitive Dynamics

Kolev, Kalin; Hughes-Morgan, Margaret; Rehbein, Kathleen

doi:10.1177/0007650319847477

Cited by 12 publications

(14 citation statements)

References 125 publications

(209 reference statements)

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“…Recent articles in this journal also explored the women directors and financial performance linkages. Women board of directors influenced positively the complexity and volume of competitive moves (Kolev et al, 2019), though negatively on the heterogeneity of competitive actions.…”

Section: Literature Reviewmentioning

confidence: 97%

“…Cabrera-Fernández et al (2016) examined 76 studies that looked at women's contribution to firm profitability, establishing the 'business case' for having more women on boards. Research reported the linkage as mixed (Kolev, Hughes-Morgan, & Rehbein, 2019;Wagana & Nzulwa, 2016). Kang and Payal (2012) reviewed several studies which indicated positive effects of having women on boards, while other studies also showed negative findings (Abdullah, Ismail, & Nachum, 2016;Ahern & Dittmar, 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

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Women on Boards of Philippine Corporations: Quantitative Explorations

Bautista

Leon

Nano

2021

IJBS

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This inductive study explored the likelihood and correlates of gender diversity in corporate boards in the Philippines. The improvement of gender diversity on boards is of advocacy and policy interest as the country emergesto middle-high income status. Logistic regression analyses from individuals’ (in a directors’ talent pool) responses to an online survey showed that females had a likely odds of 0.10 to be on the boards, compared to males. For every one female getting onto boards, 9 would be unable to.Females with advanced degrees were 7x likely to be on boards than female and male counterparts. The odds of a board seat is significantly likely for individuals in some industries compared to a referent industry (government). At the firm level, controlling other variables in the model, as the size of boards are increased by a unit, the odds of having a woman on board increase 1.3 times.This implies that the likelihood of having a woman board of director rises if the size of boards is raised by a third. Corroboration from text mining technique applied to survey responses showed strong correlation across academic degrees (both bachelor’s and advanced), industry, and job title; pointing that having more women in C-roles increase the odds of increasing their numbers on corporate boards. Gender diversity on boards have been studied largely fromthedeveloped economy lens and/or international comparisons. These quantitative explorations showed pathways that can advance not only understanding and support for extant theories (human capital, resource dependence), but also point to further work (institutional, industry) that can provide levers for policy and advocacy, for countries with similar challenges.

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Section: Literature Reviewmentioning

confidence: 97%

Section: Literature Reviewmentioning

confidence: 99%

Women on Boards of Philippine Corporations: Quantitative Explorations

Bautista

Leon

Nano

2021

IJBS

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“…Nevertheless, beyond the fact that having a diverse workforce is a moral imperative for corporations, the many recent corporate governance scandals have drawn attention to the issue of board composition, and how ensuring demographic diversity in board composition may have prevented these. Other than moves by regulatory bodies such as the California legislature and Securities and Exchange Commission to facilitate more gender diversity on corporate boards (Kolev, Hughes-Morgan, & Rehbein, 2021a), shareholder activists—such as large institutional investors, including State Street Global Advisors, the New York Pension Funds, and BlackRock, amongst others—have made it a priority to increase female board representation by filing shareholder resolutions and exercising their voting rights against members of underrepresented boards (Kolev et al, 2021b; Ross-Sorkin, 2018).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…The selection of a board director is an important topic in corporate governance research because directors have an important impact on firm performance through their monitoring and advising roles (Adams, Hermalin, & Weisbach, 2010; Carpenter, Geletkanycz, & Sanders, 2004; Kumar & Sivaramakrishnan, 2008). At the moment, however, many studies have documented an underrepresentation of female directors within boards (Daily, Certo, & Dalton, 1999; Terjesen, Sealy, & Singh, 2009) and concurrent efforts to increase diversity (Kolev, Hughes-Morgan, & Rehbein, 2021b; Terjesen et al, 2009). For example, recent regulatory initiatives to improve this include California’s 2018 Women on Boards Bill to advance equitable gender representation on California corporate boards (Weber, 2018), as well as Nasdaq’s Board Diversity Rule approved by the Securities and Exchange Commission on August 6, 2021 (Gibson Dunn, 2021).…”

mentioning

confidence: 99%

Gender Salience and Recategorization of New Directors: The Role of Political Ideology

Chow

Petrou

et al. 2022

Journal of Management

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Pressure from stakeholders has resulted in increased board gender diversity. Such diversity, however, goes against the well-accepted concept of demographic homophily. In addition, other studies find that increased board gender diversity may not unequivocally lead to better firm decisions, which does not sit well with the assumption that demographic minorities bring diverse information/ideas to the board. This study advances an explanation for these inconsistencies in the literature by integrating symbolic management and recategorization theories to assert that boards outwardly conform to greater gender diversity, whilst choosing to reinforce value homophily by recategorizing female new directors based on shared political ideology. We test our hypotheses on a sample of 13,483 new director appointments in 2,473 US firms using fractional regression analysis. The findings show that the appointment of a new female director strengthens the association between the board's and the new director's political ideology. In addition, this relationship is strengthened when there is a female CEO, or when the new female director has a less similar demographic background. Moreover, supplemental analysis considering ethnic minority new director appointments shows similar results. The study makes important contributions toward the literatures on female new director selection, recategorization and political ideology. We shed light on why research is ambivalent regarding the benefits of gender diversity since findings show that boards compensate for gender diversity by becoming more homogeneous on political ideology, a value dimension that influences board decisions.

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“… 1 Scholars examining other types of effects of board gender diversity on organizations have similarly shifted their focus away from analyzing the direct impact on indicators of firm outcomes toward identifying specific actions through which female directors affect these outcomes (Kolev et al, 2021). …”

mentioning

confidence: 99%

Revolution From Above? Female Directors’ Equality-Related Actions in Organizations

Kirsch

2021

Business & Society

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Drawing on interviews with women and men who serve on the supervisory boards of German stock-listed companies, this qualitative study examines why some female directors seek to augment gender equality in their organizations while others do not. Those who take action do so both in formal board processes and in informal settings. A sense of belonging to women as a social group and a sense of responsibility for women in the organization are key factors in explaining why some female directors contribute to gender equality. In addition, the study highlights the relevance of a board culture supportive of gender equality and positive expectations by other organizational members about female directors’ role in advancing gender equality. Board chairs influence how supportive female directors perceive the organizational context to be. Where the organizational context is not seen as supportive, those who take equality-related action anyway are experienced directors. Surprisingly, the presence of other women on the board does not appear to be related to whether or not female directors take action. Examining female directors’ actions and paying close attention to both their identities and their specific organizational settings shows how the interplay between social identity and situational opportunities and constraints affects board behavior.

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The Role of Female Directors in the Boardroom: Examining Their Impact on Competitive Dynamics

Cited by 12 publications

References 125 publications

Women on Boards of Philippine Corporations: Quantitative Explorations

Women on Boards of Philippine Corporations: Quantitative Explorations

Gender Salience and Recategorization of New Directors: The Role of Political Ideology

Revolution From Above? Female Directors’ Equality-Related Actions in Organizations

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