Women On Boards Of Directors: Effects On Firm Social Performance In The Basic Materials And Financial Services Sectors

Schnake, Mel E.; Williams, Robert J.; Fredenberger, William B.

doi:10.19030/jabr.v22i1.1443

Cited by 10 publications

(9 citation statements)

References 18 publications

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“…Man and Kong (2011) Board size also had no tangible impact on performance. This conflicts with the findings of Schnake et al (2006) whose work shows that the larger the board, the poorer the financial performance of the firm. However, the average board size stood at (9) which is the recommended and optimal size also found in related studies (Jensen, 1993;Coleman, Adjasi, and Abor 2007).…”

Section: Roce = Log 10 (Roce)contrasting

confidence: 74%

Boards’ Gender Mix as a Predictor of Financial Performance in Nigeria: An Empirical Study

Oba¹,

Fodio²

2013

IJEF

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This study investigates the predicting power of a board's gender mix on financial performance by using a cross sectional data analysis. Existing literature on this subject is scanty in emerging economies and to the best of the authors' knowledge; this is the first of its kind in the Nigerian context. Return on capital employed was utilized as measure for financial performance while female director presence and proportion of female directors were proxies for gender mix. The findings show that both female director presence and proportion have positive impacts on financial performance while the board size, a control variable had a neutral effect. The study recommends that managerial and legislative efforts be made to strike a fair gender balance in boards and further research be carried out along this line.

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Section: Roce = Log 10 (Roce)contrasting

confidence: 74%

Boards’ Gender Mix as a Predictor of Financial Performance in Nigeria: An Empirical Study

Oba¹,

Fodio²

2013

IJEF

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“…Campbell and Minguez-Vera (2008) stress that the gender composition of a board can affect the quality of the controlling role and firm performance especially in countries where external mechanisms are less well developed. The presence of women on board has been associated with better monitoring, which will impact on firm values (Schnake, Williams, & Fredenberger, 2006;Nielsen & Huse, 2010;Isidro & Sobral, 2015).…”

Section: Board Specific Controlsmentioning

confidence: 99%

Corporate governance and firm performance in emerging markets: Evidence from Turkey

Çiftçi

Tatoğlu

Wood

et al. 2019

International Business Review

289

199

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This is a study of the relationship between context, internal corporate governance and firm performance, looking at the case of Turkey, an exemplar of family capitalism. We found more concentrated ownership, often in the hands of families, led to firms performing better; concentrated ownership means that controlling families bear more of the risks of poor performance. Less predictably, given that the institutional environment is so well attuned to family ownership, we found that mechanisms that accord room for a greater range of voices and interests within and beyond families -larger boards and foreign ownership stakes -seem to also make for positive performance effects. We also noted that increases in cross ownership did not influence market performance, but was negatively associated with accounting performance. Conversely, we found that a higher proportion of family members on boards had no discernable effect on performance. Our findings provide further insights on the relationship between the type of institutions encountered in many emerging markets, internal corporate governance configurations and firm performance.

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“…However, the majority of the empirical studies on the relationship between board diversity and CSR were carried out in developed countries (Wang and Coffey, 1992;Williams, 2003;Webb, 2004;Schnake et al, 2006;Ayuso and Argandona, 2007;Bernardi and Threadgill, 2010;Bear et al, 2010;Post et al, 2011;Jo and Harjoto, 2011;Feijoo et al, 2012;Zhang et al, 2013), with little to no discussion of this topic in developing countries, especially the Arab world (Khan, 2010;Barako and Brown, 2008;Handajani et al, 2014) Jordan as an Arab country provides an interesting avenue to study the issue of board diversity and CSR disclosure, this due to cultural factors and unique ownership structure which is characterized mainly by high concentration of family and government ownership (Haddad et al, 2015). The Jordanian society is also characterized based on Hofstede's cultural dimensions (Hofstede, 1984) by a high uncertainty avoidance, collectivism, low future orientation and large power distance.…”

Section: Introductionmentioning

confidence: 99%

Board diversity and corporate social responsibility in Jordan

Ibrahim

Hanefah

2016

JFRA

202

239

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Purpose This study aims to investigate the impact of board diversity characteristics, namely, independence, gender, age and nationality of directors on the level of corporate social responsibility (CSR) disclosures. Design/methodology/approach Content analysis was used to determine CSR disclosure. This study used panel data analysis to investigate the influence of board diversity characteristics on CSR disclosures. Findings Panel data analysis show that the level of CSR disclosure has increased over the period of study. Results also reveal a positive and significant association between the level of CSR disclosure and board diversity variables. Research limitations/implications This study examined only companies listed on Amman Stock Exchange. Therefore, the generalisation of the results might be limited to the listed companies only. Practical implications Findings are relevant to policymakers, professional organisations and practitioners in Jordan and in other Arab countries. Social implications The role of women in the boardroom is important to ensure more CSR activities by the listed companies. Jordan being a Muslim country should take the initiative to introduce laws to increase the number of women to the board. Originality/value This study offers significant contributions to existing CSR literature in Jordan and in other Arab countries by introducing female directors. Findings are important to policymakers. They should implement quotas for women in the boardroom, and adopting such a policy will increase the participation of women in the decision-making process of the companies and reduce gender bias.

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Women On Boards Of Directors: Effects On Firm Social Performance In The Basic Materials And Financial Services Sectors

Cited by 10 publications

References 18 publications

Boards’ Gender Mix as a Predictor of Financial Performance in Nigeria: An Empirical Study

Boards’ Gender Mix as a Predictor of Financial Performance in Nigeria: An Empirical Study

Corporate governance and firm performance in emerging markets: Evidence from Turkey

Board diversity and corporate social responsibility in Jordan

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