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Article
Publication date: 10 January 2023

Khalil Nimer, Cemil Kuzey and Ali Uyar

This study investigated the micro–macro link in the hospitality and tourism (H&T) sector, specifically considering whether the gender diversity, independence and board attendance…

Abstract

Purpose

This study investigated the micro–macro link in the hospitality and tourism (H&T) sector, specifically considering whether the gender diversity, independence and board attendance rates of H&T firms' boards, alongside the moderation effect of board policies, played a significant role in tourism sector performance.

Design/methodology/approach

The 2011–2018 data were retrieved from the World Bank and the Thomson Reuters Eikon databases, and fixed effects panel regression was conducted.

Findings

While female directors were a significant driver of tourism sector performance in terms of tourist arrivals and tourism receipts, independent directors were effective in improving tourist arrivals only. Furthermore, moderation analyses demonstrated the inefficacy of board policies in enhancing these directors' contributions to the sector's development. Moreover, the findings revealed the inefficiency of board meetings.

Practical implications

Concerning the efficacy of board policies, the results suggest that firms' boards should review and revise their policies. Surprisingly, while board-diversity policies made no difference to female directors' role in the sector's development (although females were influential), board-independence policies produced unexpected results. In the absence of a board-independence policy, independent directors are influential, but if a policy exists, they are not.

Originality/value

Although prior firm-level studies tested whether board characteristics enhanced firms' performance in the H&T sector, they did not investigate whether board characteristics promoted tourism sector performance. Moreover, the moderating effect of board policies on boards' structures and tourism sector performance has not yet been examined.

Details

International Journal of Productivity and Performance Management, vol. 73 no. 2
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 21 November 2023

Alicia R. Ingersoll, Christy Glass and Alison Cook

This study aims to analyze the connection between institutional isomorphic pressures and both women serving on boards and women’s influence on boards within large American firms.

Abstract

Purpose

This study aims to analyze the connection between institutional isomorphic pressures and both women serving on boards and women’s influence on boards within large American firms.

Design/methodology/approach

This study examines a longitudinal panel data set of all Standard and Poor’s (S&P) 500 organizations across a seven-year period from 2009 to 2015.

Findings

The analyses affirm that institutional isomorphic pressures impact the prevalence and influence of women on boards. Evidence suggests that coercive and normative pressures strongly impact the number of women serving as corporate directors, whereas the power of women directors is linked only to mimetic pressures.

Practical implications

The research suggests that to increase the number of women serving as directors, the industry must first increase the overall number of women serving in senior management roles. Once women directors gain a critical mass of three women on the board, the association with the total number of women directors, the number of boards upon which they concurrently serve, the power of women directors being selected to board leadership and the influence of women directors increase.

Originality/value

This paper extends existing board diversity work by examining institutional pressures at the international, national and firm levels. By examining the relationship between coercive, normative and mimetic pressures on both the prevalence of women on boards and the influence of women on boards, the authors illuminate certain mechanisms that shape the likelihood of board appointment and placement in more powerful positions.

Details

Corporate Governance: The International Journal of Business in Society, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1472-0701

Keywords

Article
Publication date: 27 January 2023

Emmanuel Mensah and Joseph Mensah Onumah

This paper aims to shed light on an essential role that “female directors” on boards of companies in sub-Saharan Africa play towards corporate financial performance enhancement…

Abstract

Purpose

This paper aims to shed light on an essential role that “female directors” on boards of companies in sub-Saharan Africa play towards corporate financial performance enhancement. The study observes how board gender diversity moderates the relationship between earnings management (EM) and financial performance of firms in sub-Saharan Africa from a dynamic perspective.

Design/methodology/approach

The study’s sample comprises 105 companies listed on the respective stock markets of nine sub-Saharan African countries. The data are collected from annual reports over the period 2007–2019, a total of 1,166 firm-year observations. Panel data models are used in the analyses.

Findings

The study finds that the performance effect of EM is contingent on board diversity and this finding persists even after controlling for dynamic endogeneity, simultaneity and unobserved time-invariant heterogeneity inherent in the EM and performance relationship.

Research limitations/implications

The findings should be understood within the context that, only available annual reports and audited financial statements that were filed with respective capital markets of the nine surveyed countries are used as source of information.

Originality/value

The current study is unique, in that, it is the first panel multi-cross-country investigation within Africa to introduce gender diversity in the study of the relationship between EM and firm performance. It therefore extends the agency theory by using gender diversity as a moderating variable in the EM–firm performance nexus.

Details

Corporate Governance: The International Journal of Business in Society, vol. 23 no. 5
Type: Research Article
ISSN: 1472-0701

Keywords

Article
Publication date: 12 December 2022

Irene Campos-García and José Ángel Zúñiga-Vicente

The use of linear models has major limitations for accurately representing the true link between gender diversity and organizational performance. This study aims to explore two…

Abstract

Purpose

The use of linear models has major limitations for accurately representing the true link between gender diversity and organizational performance. This study aims to explore two curvilinear models and tests which one – the U-shape or the inverted U-shape – best represents the gender diversity–performance link at two hierarchical levels: the board of directors and the workforce.

Design/methodology/approach

Both models are tested using data collected from a representative sample of Spanish educational organizations, which are dominated numerically by women, although women are still slightly underrepresented in managerial positions.

Findings

The results show the existence of an inverted U-shape and, therefore, the existence of a potential “optimal” level of gender diversity for both the board of directors and the workforce. While the highest performance by the board of directors is attained when the proportion of women and men is balanced in the workforce, the highest level of performance is attained when the proportion of women is greater.

Originality/value

There are hardly any studies simultaneously exploring the gender diversity–performance linkage at two hierarchical levels where the proportion of women/men is substantially different: the board of directors and the workforce. Thus, this study contributes to better know whether such relationship is dependent on the hierarchical position. It is important to know this because each level is related to different functions and tasks and shape a social status that can significantly influence performance.

Details

Gender in Management: An International Journal , vol. 38 no. 3
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 23 November 2022

Sam H.L. Fouad, Nadya A. Fouad, Xu Li and Juliana Carvalho

Based on the resource-based theory, the purpose of this study is to investigate the relationship between operational employment levels of gender diversity and business performance…

Abstract

Purpose

Based on the resource-based theory, the purpose of this study is to investigate the relationship between operational employment levels of gender diversity and business performance over a multi-year period. This study also explores if gender parity moderates this relationship and how gender diversity is directionally developed.

Design/methodology/approach

A cross-lagged panel design and path analysis is applied to a global data set of women employees, women managers and women senior executives – in relation to revenue, of over 6,000 companies over the six-year period from 2012 to 2017.

Findings

Overall results confirm a positive relationship between women managers and revenue over a multi-year period for all companies. A moderating analysis also finds a positive relationship between total women employees (as well as women managers) and revenue growth of companies headquartered in countries with medium levels of gender parity. The overall and moderating analysis do not find a positive relationship between senior women executives and revenue growth. Longitudinal analysis also finds that the multiple operational levels of gender diversity directionally develop in a mutually cyclical manner.

Originality/value

To the best of the authors’ knowledge, this is the first diversity and business performance study to use a global data set of multiple operational levels of women employees, managers and senior executives over a multi-year period. This study contributes new perspectives on the positive relationship between women managers and business performance. This study also confirms prior findings of a positive relationship between women employees and business performance in medium gender-parity countries. Finally, this longitudinal study introduces the concept of the gender pipeline of executive advancement along the multiple operational levels of employment and finds that gender diversity is directionally developed in a mutually cyclical, bidirectional pattern.

Details

Gender in Management: An International Journal , vol. 38 no. 3
Type: Research Article
ISSN: 1754-2413

Keywords

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