The objective of this article is to examine and conceptualise gender‐related boardroom dynamics that affect how women can make contributions on corporate boards.
Stories were collected from eight women directors about their experiences from more than 100 corporate boards. Narrative methods were used in the data analysis.
Women as well as men need to understand the power game inside and outside the boardroom. Their contribution depends on the ability and willingness to make alliances with the most influential actors, to spend time on preparations, being present on the most important decision‐making arenas, and to take leadership roles.
The study has implications for theory as well as practice. Process‐oriented theories should be included in studies of boards and governance, and the study showed that boardroom dynamics are not neutral to gender. Concepts and relationships are suggested that should be included in further theory development. The study has also given several practical examples and suggestions on how women can make contributions on corporate boards.
The study has value for developing the role of women directors.
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