Women on corporate boards around the world: Triggers and barriers

Chizema, Amon; Kamuriwo, Dzidziso Samuel; Shinozawa, Yoshikatsu

doi:10.1016/j.leaqua.2015.07.005

Cited by 112 publications

(115 citation statements)

References 65 publications

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“…With respect to culture, the degree of cultural equality alleviates the differences in career development between women and men [29], and religion does not affect the status of women on the board of directors [4]. Countries with less emphasis on family values have more women directors [30,31]. As regards institution, transnational differences in institutional structures and gender systems have affected women's chances of entry onto boards of directors [32].…”

Section: Impact Of Environment On Ceo Gendermentioning

confidence: 99%

Why Do Companies Choose Female CEOs?

et al. 2019

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For the career development of chief executive officers (CEOs), the existing literature lacks research from the perspectives of gender and the environment. Starting with the perspective of the environment, and through the adoption of the World Bank Survey Data on Chinese Enterprises and China's Comprehensive Social Survey (CGSS), this paper addresses the question: "Why do companies choose female CEOs?" The analysis examines 15 aspects, including enterprise scale, age, industry, owner, product market, market environment, city level, etc. The research findings are as follows. (1) The corporate environment has an impact on CEO gender, and there are differences in its nature and the degree of impact. Enterprise size, state-owned shareholding, radiation effect, market environment, and gender culture have a significant negative impact on female CEOs, while product features, industry characteristics, and female owners have a significantly positive impact on female CEOs. (2) In terms of the impact mechanism, the impact of the meso-environment on female CEOs is significantly adjusted by the macro-environment. This paper extends the existing theory from the perspectives of gender and the environment. Relevant policy recommendations are proposed to provide a theoretical basis for the government to promote women's employment policies and provide effective suggestions for promoting women's career development.Sustainability 2019, 11, 4070 2 of 36 a few women have made their way to CEO, breaking through the glass ceiling. Therefore, the few women who break through the glass ceiling and become CEOs are more worthy of our research.So, from what perspective should we look at and understand the unusual behavior of companies employing female CEOs? Theoretically, the drawback of the existing theories consists of the ignorance of the impact of the company's environment. The company's workplace revolves around men, and as a result, women have to learn through socialization and adapt to the environment to meet the demand of enterprise development. Therefore, the environment is the key to understanding companies recruiting female CEOs and breaking through the existing theories. In summary, we should study the gender of CEOs from the perspective of corporate environment, namely: how does the environment affect the gender of CEOs? The answer to this question will help us better understand and evaluate female CEOs and promote sustainable enterprise development.In view of the factors affecting CEO genders, scholars have carried out research regarding women's own features [1], company characteristics [2], industry environment [3], cultural differences [4], and other different perspectives, and have drawn many useful conclusions. These studies have both strengths and shortcomings. First of all, there is a hypothesis behind previous studies that males have stronger management ability than their female counterparts. However, gender is a kind of social construction, and gender culture has a profound impact on the viewpoints toward males and female...

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Section: Impact Of Environment On Ceo Gendermentioning

confidence: 99%

Why Do Companies Choose Female CEOs?

et al. 2019

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“…The role congruity theory of bias against women holding senior leadership roles has received considerable support in laboratory studies (Eagly and Carli, ; Heilman and Eagly, ; Hoyt, ; Johnson et al ., ; Paustian‐Underdahl, Walker and Woehr, ; Ritter and Yoder, ). In the present context, the role congruity issue arises from the tension between stereotypical expectations of how women behave and how boardroom directors should behave (Chizema, Kamuriwo and Shinozawa, ; Eagly and Karau, ; Gabaldon et al ., ). The communal nature of independence as validated by normative guidelines of the corporate governance codes (FRC, ) serves to mask the tension for just as long as the independence attribute is valid (Rosette and Tost, ), but role incongruence becomes more salient once this falls away (as it does for all non‐executive directors at the nine‐year tenure mark).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Symbolic Management and the Glass Cliff: Evidence from the Boardroom Careers of Female and Male Directors

Main

Gregory‐Smith

2017

British J of Management

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This paper uses archival board data to demonstrate that women who take positions as directors of UK companies have shorter tenures than their male counterparts. The authors show that female directors face a much higher risk of dismissal as they approach nine years of service on the board, when their long service deprives them of the all-important classification as 'independent'. At this point, their position on the board becomes precarious. Male directors do not suffer the same increase in boardroom exit. This genderspecific difference is clearly shown to be linked to the independence status. It is argued that these observations are consistent with the notion that female directors are being used in the symbolic management of corporate governance and that, at nine years, when the cloak of independence disappears, women directors are then exposed to the biases that arise from role congruity issues.

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“…As the WoB field becomes more global, interdisciplinary and focused on change mechanisms (e.g. quotas or voluntary measures), there has been a recent emergence of new theoretical lenses including comparative corporate governance (Iannotta, Gatti and Huse, 2016), corporate governance deviance (Aguilera, Judge and Terjesen, 2016), social roles (Chizema, Kamuriwo and Shinozawa, 2015) and institutional theory (Carrasco et al, 2015;Gabaldon et al, 2015;Perrault, 2015;Seierstad, 2015;Singh et al, 2015).…”

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 on corporate boards around the world: Triggers and barriers

Cited by 112 publications

References 65 publications

Why Do Companies Choose Female CEOs?

Why Do Companies Choose Female CEOs?

Symbolic Management and the Glass Cliff: Evidence from the Boardroom Careers of Female and Male Directors

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

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