Women in Upper Echelons of Management, Tenure and Legal Risk

Bao, Shuji; Fainshmidt, Stav; Nair, Anil; Vracheva, Veselina

doi:10.1111/j.1467-8551.2012.00847.x

Cited by 50 publications

(39 citation statements)

References 123 publications

(147 reference statements)

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“…While a plethora of research has explored women in leadership (e.g., Baxter, 2012;Muller-Kahle and Schiehll, 2013;Bao et al, 2014;Fitzsimmons et al, 2014;Seierstad and Kirton, 2015;Mavin and Grandy, 2016), the question of what role change agents can have on challenging gendered systems and structures for improved gender equality is less explored. Change agency is often conceptualised under the banner of equality, diversity and inclusion.…”

Section: Introductionmentioning

confidence: 99%

Post‐Heroic Leadership, Tempered Radicalism and Senior Leaders as Change Agents for Gender Equality

Kelan

Wratil

2017

European Management Review

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Micro change agents for gender equality in organisations are often considered to be tempered radicals who work within an existing structure to change the status quo. However for gender equality to happen, it is often claimed that heroic leadership of top leaders, or macro change agents, is required. The aim of this article is to show how CEOs as macro change agents for gender equality can be conceptualised. Drawing on interviews with 20 global CEOs and a literature review, the article develops a framework to conceptualise how CEOs are fostering gender equality around accountability, building ownership, communicating, leading by example, initiating and driving culture change. The article questions the conceptualisation of change agents of gender equality as either tempered radicals, for micro change agents, or heroic leaders, for macro change agents, and argues instead that to be macro change agents for gender equality, CEOs need to display post‐heroic leadership and tempered radicalism to foster change in regard to gender relations.

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Section: Introductionmentioning

confidence: 99%

Post‐Heroic Leadership, Tempered Radicalism and Senior Leaders as Change Agents for Gender Equality

Kelan

Wratil

2017

European Management Review

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“…For US retail firms, with less entrenched boards, Bao et al . () reveal that stronger female top‐management presence lessens legal risk. They examine this issue through the lens of UET (Hambrick and Mason, ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Equally, SMTs that promote sound risk-management practices may be more effective in exploiting growth options (Chen, Ni and Tong, 2016). For US retail firms, with less entrenched boards, Bao et al (2014) reveal that stronger female top-management presence lessens legal risk. They examine this issue through the lens of UET (Hambrick and Mason, 1984).…”

mentioning

confidence: 99%

Beyond the Board Realm: Women in Senior Management and their Impact on IPO Capital Funding

McGuinness

2018

British J of Management

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This study assesses the importance of female senior managers in Chinese IPO firms debuting in Hong Kong. I define senior management teams (SMTs) in relation to IPO prospectus disclosures. For the vast majority of firms, little to no overlap exists between SMT members and board personnel. Women are much better represented in SMTs than on boards. A central hypothesis is that Chinese firms' SMT members implement business strategy while board officers provide political connections. Unlike boards, female representation at SMT level strongly supports initial valuations. Findings suggest that women offer resource dependencies, add expertise and boost capital funding. In contrast to boards, underwriter quality is increasing in female representation at SMT level. Higher‐quality underwriters also gravitate towards SMTs with stronger academic bona fides. The present study also contributes by drawing connections and prescriptions with wider upper echelons, resource dependence and stakeholder theories. Overall, findings suggest that gender‐diverse SMTs play a major role in capital funding. More gender‐inclusive SMTs thus foster both social and business objectives.

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“…While the post-2009 WoB literature is still dominated by descriptive papers correlating women's presence on boards to financial performance indicators (e.g. Chapple and Humphrey, 2014;Haslam et al, 2010;Joecks, Pull and Vetter, 2013;Post and Byron, 2015;Sabatier, 2015;Tanaka, 2014), noteworthy developments include the extension of studies beyond Anglo-Saxon countries (Abdullah, 2014;Tipurić, Lovrinčević andŠelamov, 2015;Ujunwa, 2012) and increased interdisciplinary contributions from finance, law and governance (Bao et al, 2014;Branson, 2012;Choudhury, 2015;Gregory et al, 2013;Magnier and Rosenblum, 2014). As the WoB field becomes more global, interdisciplinary and focused on change mechanisms (e.g.…”

Section: Development Of the Wob Field And Cross-fertilization Of Ideasmentioning

confidence: 99%

Expanding the Notion of Dialogic Trading Zones for Impactful Research: The Case of Women on Boards Research

Sealy

Doldor

Vinnicombe

et al. 2017

British J of Management

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Debates about research impact highlight the importance of involving practitioners in research processes but are unclear as to how precisely to foster this dialogue. This paper considers how dialogic encounter can be encouraged through ‘trading zones’ where academics and practitioners collaborate. We draw on our experience of conducting research on women on boards for over 15 years to examine (a) how we established and evolved our role within trading zones in this field, achieving impact on policy and business practice, and (b) how we interfaced between trading zones and the academic field, thereby enabling cross‐fertilization of ideas between academics and practitioners. We contribute to literature on research impact by empirically examining and critically evaluating the key characteristics of trading zones. First, trading zones are theorized to be action‐oriented. Our analysis reveals how multiple stakeholders collectively redefine the action goals, illustrating the need to expand our understanding of relevant ‘practitioners’ beyond managers. Second, we find that durability of trading zones is crucial because it enables gestation of ideas and reframing problems. Third, we problematize the notion of psychological safety in trading zones, arguing that dialogic capability and the pursuit of impact require acceptance of trade‐offs and political manoeuvrings.

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Women in Upper Echelons of Management, Tenure and Legal Risk

Cited by 50 publications

References 123 publications

Post‐Heroic Leadership, Tempered Radicalism and Senior Leaders as Change Agents for Gender Equality

Post‐Heroic Leadership, Tempered Radicalism and Senior Leaders as Change Agents for Gender Equality

Beyond the Board Realm: Women in Senior Management and their Impact on IPO Capital Funding

Expanding the Notion of Dialogic Trading Zones for Impactful Research: The Case of Women on Boards Research

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