2022
DOI: 10.1016/j.intfin.2022.101611
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Women directors and market valuation: What are the “Wonder Woman” attributes in banking?

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Cited by 24 publications
(21 citation statements)
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References 140 publications
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“…Baselga-Pascual and Vähämaa (2021), Bhatia and Gulati (2021), Dong et al (2017), Jabari and Muhamad (2020), Mateus and Belhaj (2016), and Stefanovic and Barjaktarovic (2020) concluded that banks perform better when there are more women on bank boards. Some other researchers (Alharbi et al, 2022;Boadi et al, 2022;George & Muiruri, 2022) also show the benefits of having WOB outweigh the costs. Following theoretical discussions and the majority of empirical evidence, our hypotheses are as follows:…”
Section: Women On Board and Bank Performancementioning
confidence: 95%
See 1 more Smart Citation
“…Baselga-Pascual and Vähämaa (2021), Bhatia and Gulati (2021), Dong et al (2017), Jabari and Muhamad (2020), Mateus and Belhaj (2016), and Stefanovic and Barjaktarovic (2020) concluded that banks perform better when there are more women on bank boards. Some other researchers (Alharbi et al, 2022;Boadi et al, 2022;George & Muiruri, 2022) also show the benefits of having WOB outweigh the costs. Following theoretical discussions and the majority of empirical evidence, our hypotheses are as follows:…”
Section: Women On Board and Bank Performancementioning
confidence: 95%
“…Advocates of gender diversity on boards contend that the presence of WOB correlates with more prudent and sustainable decision-making (Girardone et al, 2021), may improve monitoring effectiveness and decrease agency disputes conflicts (Alharbi et al, 2022), and improve communication across organisational levels and among board members (Karim, 2021). Hence, WOB is suspected of impacting firms' performance from the financial and economic perspective (Lafuente & Vaillant, 2019;Noja et al, 2021) and boosting investor confidence and market value (Alharbi et al, 2022).…”
Section: Women On Board and Bank Performancementioning
confidence: 99%
“…For example, managers who are responsive to investor demands for higher dividends may also be responsive to calls for greater board diversity. This suggests that the proportion of female directors could be endogenous; hence, to deal with the potential endogeneity issue, following Ntim (2015) and Alharbi et al (2022), we used a three-stage least squares (3SLS) estimation to investigate the diversity-dividend connection in a simultaneous system. However, the results in Table 6, Columns (1) and ( 2), show that our results did not change.…”
Section: Robustness Checksmentioning
confidence: 99%
“…As a result, corporate governance in the banking sector exhibits its own attributes and characteristics. This is because of the unique features of the banking system, which aggravate governance problems and can lessen the effectiveness of traditional governance structures like boards and audit committees (Levine, 2004;Laeven, 2013;Alharbi et al, 2022), relative to non-financial firms. Because depositors are the major capital providers, their JAEE 14,2 interests may deviate from shareholders' interests.…”
Section: Governance Mechanisms and Information Valuementioning
confidence: 99%
“…Boards of directors alongside audit committees are marked as key “internal governance mechanisms” in banks which play a vital role in making decisions that balance the requirements for financial stability and quality of reported earnings by banks through optimal risk management and effective monitoring (Alharbi et al ., 2022). The board of directors’ efficiency in the banking industry is different than in other sectors due to the highly regulated and complex system in the sector, which requires high monitoring and counselling (Trinh et al ., 2020).…”
Section: Introductionmentioning
confidence: 99%