Women Directors on Corporate Boards: From Tokenism to Critical Mass

Torchia, Mariateresa; Calabrò, Andrea; Huse, Morten

doi:10.1007/s10551-011-0815-z

Cited by 1,092 publications

(1,039 citation statements)

References 90 publications

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“…However, other studies in other sectors have found that having a critical mass of women is important for a performance effect (Torchia et al, 2011). In FTs, arguably not only has a critical mass been reached, but gender diversity has reached a level where further 'gender diversity' (a higher proportion of female directors), may not achieve an additional measurable influence on performance.…”

Section: Interpretation and Implications By Comparison With Ftse Firmmentioning

confidence: 90%

New development: Women with altitude—exploring the influence of female presence and leadership on boards of directors

Ellwood

García‐Lacalle

2017

Public Money & Management

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Section: Interpretation and Implications By Comparison With Ftse Firmmentioning

confidence: 90%

New development: Women with altitude—exploring the influence of female presence and leadership on boards of directors

Ellwood

García‐Lacalle

2017

Public Money & Management

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“…Furthermore, recruiting more women to boards of directors may add value (Adams & Ferreira, 2004) as they bring different opinions, experiences, working styles, and perspectives to the board (Huse & Solberg, 2006). According to Torchia et al (2011), women on a board will enable it to make high-quality decisions because more alternatives will be considered by virtue of their diverse approaches. Women are believed to be more intuitive in decision making and have the ability to multitask, whereas men tend to be more task-focused (Jhunjhunwala & Mishra, 2012).…”

Section: Board Diversitymentioning

confidence: 99%

“…All such legislations aim to increase the quality of the corporate governance system through the presence of women directors (Schwizer et al, 2012). However, most company boards still have only one woman or a small minority of women directors, who can still be considered tokens (Torchia, Calabrò, & Huse, 2011).…”

Section: Introductionmentioning

confidence: 99%

The Effect of Board Diversity on the Performance of Banks: Evidence from Turkey

Kılıç¹

2015

IJBM

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This study has primary two aims. The first is to determine the characteristics of boards of directors in the Turkish banking industry and the second is to investigate the effect of board diversity on performance of the banks. The analyses in this study are built on the banking industry of Turkey in the period from 2008 to 2012. The impact of the board diversity, as measured by the percentage of women and foreign directors on the board and the Blau index, on financial performance is investigated by conducting panel data analysis. The findings of the study provide evidence of a negative relationship between board diversity and financial performance. Hence, the findings do not support the economic case for board diversity, which implies that diverse directors will increase the financial performance of the banks. This study provides additional evidence to the sparse literature regarding the association between board diversity and financial performance in an emerging market context. Furthermore, most prior studies regarding the relationship between gender diversity and performance have excluded financial firms from their samples. In addition, there are few studies that examine the impact of foreign directors on the performance of banks.

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“…Empirical research has provided evidence that board gender diversity improves firm value (Carter et al, 2003) and earnings quality (Srinidhi et al, 2011). However, the benefits of having female directors on boards cannot be obtained if female directors are appointed to the board as token (Adams and Ferreira, 2009;Torchia et al, 2011). A gender diverse board might not be an effective monitor if the diverse board member is marginalised (Carter et al, 2003).…”

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confidence: 99%

Continuous disclosure compliance: does corporate governance matter?

Chapple

Truong

2014

Accounting & Finance

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Our study investigates the quality of firms' continuous disclosure compliance during mandatory continuous disclosure reform, and whether the compliance quality is impacted by corporate governance, using the New Zealand market as the setting. We use a novel coding of different categories of disclosures (nonroutine, non-procedural and internal), which represents the extent of proprietary insider information inherent in disclosures, to evaluate firms' compliance quality. Our findings provide evidence that firms' compliance quality improved after the reform, and this improvement is inconsistently impacted by corporate governance. Our findings provide important implications for regulators in their quest for a superior disclosure regime.

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Women Directors on Corporate Boards: From Tokenism to Critical Mass

Abstract: corporate governance, critical mass theory, board strategic tasks, organizational innovation, tokenism, women directors,

Cited by 1,092 publications

References 90 publications

New development: Women with altitude—exploring the influence of female presence and leadership on boards of directors

New development: Women with altitude—exploring the influence of female presence and leadership on boards of directors

The Effect of Board Diversity on the Performance of Banks: Evidence from Turkey

Continuous disclosure compliance: does corporate governance matter?

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