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1 – 10 of 24Erica Poma and Barbara Pistoresi
This paper aims to appraise the effectiveness of gender quotas in breaking the glass ceiling for women on boards (WoBs) in companies that are legally obliged to comply with quotas…
Abstract
Purpose
This paper aims to appraise the effectiveness of gender quotas in breaking the glass ceiling for women on boards (WoBs) in companies that are legally obliged to comply with quotas (listed companies and state-owned companies, LP) and in those that are not (unlisted companies and nonstate-owned companies, NLNP). Furthermore, it investigates the glass cliff phenomenon, according to which women are more likely to be appointed to apical positions in underperforming companies.
Design/methodology/approach
A balanced panel data of the top 116 Italian companies by total assets, which are present in both 2010 and 2017, is used for estimating ANOVA tests across sectors and fixed-effects panel regression models.
Findings
WoBs significantly increased in both the LP and the NLNP companies, and this increase was greater in the financial sector. Furthermore, the relationship between the percentage of WoBs and firm performance is not linear but depends on the financial corporate health. Specifically, the situation in which a woman ascends to a leadership position in challenging circumstances where the risk of failure is high (glass cliff phenomenon) is only present in companies with the lowest performance in the sample, in other words, when negative values of Roe and negative or zero values of Roa occur together.
Practical implications
These findings have relevant policy implications that encourage the adoption of gender quotas even in specific top positions, such as CEO or president, as this could lead to a “double spillover effect” both vertically, that is, in other job positions, and horizontally, toward other companies not targeted by quotas. Practical interventions to support women in glass cliff positions, on the other hand, relate to the extent of supervisor mentoring and support to prevent women from leaving director roles and strengthen their chances for career advancement.
Originality/value
The authors explore the ability of gender quotas to break through the glass ceiling in companies that are not legally obliged to do so, and to the best of the authors’ knowledge, for the first time, the glass cliff phenomenon in the Italian context.
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Philipp Schäpers, Talea Stolte and Henrik Heinemann
To increase the share of women in the top management of companies, legal gender quotas are increasingly being introduced worldwide. Their effect, however, especially on perceived…
Abstract
Purpose
To increase the share of women in the top management of companies, legal gender quotas are increasingly being introduced worldwide. Their effect, however, especially on perceived diversity and employer attractiveness, remains unknown. The purpose of this study is to investigate how a gender quota for a company’s executive board affects potential employees’ evaluation of that company as an employer. Drawing on signaling theory and the rationale of diversity attraction, the authors assumed that both the gender composition of a company’s board and the presence of a quota send signals regarding specific factors associated with diversity (i.e. perceived diversity climate, perceived internal motive for gender diversification and perceived competencies of board members). The authors postulated that these signals are perceived by job applicants and used to evaluate the attractiveness of the company as an employer.
Design/methodology/approach
In a scenario study, the authors manipulated the composition of the management board. That is, participants were presented an executive board that was either homogeneously male (Group 1) or had a female representation of 30% (Groups 2 and 3) or 50% (Group 4). The executive board in Groups 3 and 4 was subject to a statutory gender quota of 30%.
Findings
The results showed that a company with a gender-diverse board was perceived as more attractive by potential applicants than an all-male board. Also, a gender quota did not reduce a company’s employer attractiveness. The results suggest that potential applicants attach importance to board diversity but place less value on the causes that led to it.
Originality/value
Against the backdrop of the war for talent, this study contributes to a better understanding of the impact of gender quotas and factors influencing employer attractiveness. The study showed that when a gender quota is in place, applicants assume to a lesser extent that a company staffs its gender-diverse board of directors out of an inner conviction. Nonetheless, the presence of a gender quota does not significantly reduce the perceived diversity climate, nor does a quota have a negative impact on the employer attractiveness. Thus, using a quota as a means to increase gender diversity does not harm the ends.
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Ananya Chakraborty and Sreerupa Sengupta
Countries across the world have committed to the attainment of Agenda 2030 by implementing policies to achieve all the 17 Sustainable Development Goals (SDGs). Development…
Abstract
Countries across the world have committed to the attainment of Agenda 2030 by implementing policies to achieve all the 17 Sustainable Development Goals (SDGs). Development experience during the Millennium Development Goals (MDGs) suggests that ensuring equity is one of the basic pillars required to achieve SDGs. Unfortunately, gender is a major fault line across which development gets unequally distributed. While SDG 5 enshrines the need for achieving gender equality, its global progress has been staggered and saw a further decline during the COVID-19 pandemic. Gender equality is poorly integrated with all the SDGs as only 104 out of 246 SDG indicators identify gender-based issues. There continues to remain a widespread data gap even for the goals which have gender-related indicators as merely 35 out of the 104 gender-related indicators (9 of the 17 SDGs) had robust data systems and methodologies in place until recently. Consequently, countries with entrenched patriarchal and unequal societies have consistently lagged in the attainment of gender related SDGs and have struggled to mainstream gender.
This chapter argues that gender data is the foundation for ensuring gender equality and promoting evidence-based policymaking. It therefore makes a case for mainstreaming gender-related indicators in SDGs 6, 7, 9, 12, 14, 15, and 17 along with expanding the gendered understanding of people-related goals in the areas of education, health, and employment. Moreover, it reiterates the need for gender data collection to move beyond the binary construct of male and female to integrate an intersectional lens.
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Michelle Russen, Mary Dawson, Juan M. Madera, Miranda Kitterlin-Lynch and Jéanna L. Abbott
The purpose of this study is to develop a theory that explains how organizations can create a more inclusive atmosphere on the individual, organizational and societal levels. The…
Abstract
Purpose
The purpose of this study is to develop a theory that explains how organizations can create a more inclusive atmosphere on the individual, organizational and societal levels. The consequences of an inclusive environment were subsequently developed and explored.
Design/methodology/approach
Constructivist grounded theory methods were used to collect and analyze data from interviews with 20 hotel executives and their company websites.
Findings
The findings of this study produced a theoretical framework for inclusion in hotel leadership, leadership inclusion theory (LIT). The LIT states organizations must address individual differences, organizational policies and culture and societal norms to develop an inclusive environment. Equity follows inclusion as the value for individual differences makes equitable treatment easier. Finally, diversity increases through increased inclusion and equity.
Practical implications
The LIT describes steps for managers to take to develop an inclusive environment, establish equitable practices and increase diversity within an organization.
Social implications
The LIT highlights several unintended exclusion practices and generational attitudes that are common among organizations. By making conscious efforts, managers can take deliberate actions to establish a perceived environment of equality.
Originality/value
The LIT is a seminal theory-building effort grounded in hospitality. It explains the when and why of several phenomena related to inequality in the hotel industry and how to overcome such imbalances.
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Elaine Berkery and Nuala F. Ryan
The purpose of this study is to investigate changing implicit leadership theories (ILTs) within a business student population over a ten-year period.
Abstract
Purpose
The purpose of this study is to investigate changing implicit leadership theories (ILTs) within a business student population over a ten-year period.
Design/methodology/approach
Students from the same business student population rated men, women and managers in general, using Schein’s Descriptive Index, first during the academic year 2008–2009 and again in 2018–2019.
Findings
In Sample 1, the authors found multiple ILTs, male students gender typed the managerial role in favour of men, while female students held a more gender egalitarian view of the managerial role. In Sample 2, the authors found evidence that ILTs are starting to converge, as neither the male nor female sample gender typed the managerial role.
Practical implications
These results aid the understanding of the ILTs that these graduating professionals bring into their new full-time organisations.
Originality/value
The analysis of data from the same population using the same measurement at ten-year intervals, along with the findings that male students no longer gender type the managerial role in the most recent round of data collection, are original contributions to the literature.
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Sigtona Halrynjo and Mari Teigen
The European Union (EU) has recently adopted gender quotas for corporate boards (CBQ), anticipating ripple effects on women’s careers in the companies concerned, as well as…
Abstract
Purpose
The European Union (EU) has recently adopted gender quotas for corporate boards (CBQ), anticipating ripple effects on women’s careers in the companies concerned, as well as throughout the economy. The purpose of this paper is to investigate whether CBQ has spurred ripple effects and discuss mechanisms hindering or facilitating women’s occupancy of top executive positions.
Design/methodology/approach
Norway was the first country in the world to introduce CBQ in 2003, with full effect from 2008. The policy requires company boards to be composed of 40% of each gender. Drawing on original data mapping boards and executive committees in Norway’s 200 largest companies, the authors analyze the association between CBQ and the gender composition of executive management almost 15 years after the full implementation. The data include both companies covered by the CBQ and large companies not covered.
Findings
The investigation does not find a positive association between CBQ and more women in executive positions. Thus, the ripple effect hypothesis of CBQ is not supported. CBQ may have contributed to an increased awareness of gender imbalances, yet these findings indicate that to achieve more gender balance in executive positions, scholars and practitioners may need to focus more on gendered conditions and processes in organizations and society throughout executive careers than on the gender composition of boards.
Originality/value
This paper provides empirical analyses of original data 15 years after the implementation of CBQ. The authors further contribute to scholarly debate by identifying and discussing possible mechanisms that explain how requiring more women on corporate boards may – or may not – have ripple effects on executive management.
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Women who are the primary caretaker of the home, as a choice or as a necessity, have to negotiate an effective work-life balance and many times, the need to take care of their…
Abstract
Women who are the primary caretaker of the home, as a choice or as a necessity, have to negotiate an effective work-life balance and many times, the need to take care of their home results in lost opportunities for career development and advancement (Maki, 2015). For most, the opportunity to capitalize on the missed opportunities will occur after childbearing years (Maki, 2015). This study reconstructed the advancement to executive leadership of women who were employed at four-year, public universities using narrative inquiry and guided by the conceptual framework of social cognitive theory (Andrews, Squire, & Tamboukou, 2013; Bandura, 1989). In this study, six women in higher education were interviewed to discuss work-life balance as it pertains to being an executive leader of a four-year public institution. The participants of this study pinpointed family and work-life balance as important factors for their decision-making process. Balancing work and life can be challenging when you are a person in a leadership position and the degree of difficulty increases when children and family are included. Many women believe that they must choose between their careers and their family. Women postponing their careers for their spouses may not seem abnormal because there tends to be an expectation that male's advancement is prioritized over the woman's (Parker, 2015). As more women are taking on leadership roles, the idea and evolution of establishing and maintaining a strategy for work-life balance becomes a very integral topic and one that needs continuous exploration.
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Lenka Papíková and Mário Papík
European Parliament adopted a new directive on gender balance in corporate boards when by 2026, companies must employ 40% of the underrepresented sex into non-executive directors…
Abstract
Purpose
European Parliament adopted a new directive on gender balance in corporate boards when by 2026, companies must employ 40% of the underrepresented sex into non-executive directors or 33% among all directors. Therefore, this study aims to analyze the impact of gender diversity (GD) on board of directors and the shareholders’ structure and their impact on the likelihood of company bankruptcy during the COVID-19 pandemic.
Design/methodology/approach
The data sample consists of 1,351 companies for 2019 and 2020, of which 173 were large, 351 medium-sized companies and 827 small companies. Three bankruptcy indicators were tested for each company size, and extreme gradient boosting (XGBoost) and logistic regression models were developed. These models were then cross-validated by a 10-fold approach.
Findings
XGBoost models achieved area under curve (AUC) over 98%, which is 25% higher than AUC achieved by logistic regression. Prediction models with GD features performed slightly better than those without them. Furthermore, this study indicates the existence of critical mass between 30% and 50%, which decreases the probability of bankruptcy for small and medium companies. Furthermore, the representation of women in ownership structures above 50% decreases bankruptcy likelihood.
Originality/value
This is a pioneering study to explore GD topics by application of ensembled machine learning methods. Moreover, the study does analyze not only the GD of boards but also shareholders. A highly innovative approach is GD analysis based on company size performed in one study considering the COVID-19 pandemic perspective.
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Isabel-Maria Garcia-Sanchez, Maria Victoria Uribe Bohorquez, Cristina Aibar-Guzmán and Beatriz Aibar-Guzmán
For almost half a century, society has been aware of the existence of a glass ceiling, a term that describes the invisible barriers that hinder women’s access to power positions…
Abstract
Purpose
For almost half a century, society has been aware of the existence of a glass ceiling, a term that describes the invisible barriers that hinder women’s access to power positions despite having equal or greater qualifications, skills and merits than their male counterparts. Nowadays, although there are signs of slow progress, women are still underrepresented in the upper echelons of large corporations and the risk of reversing the progress made in gender parity has increased because of the effects of the COVID-19 pandemic. This paper contributes to previous literature by analysing the impact that the uncertainty and cognitive effects associated with COVID-19 in 2020 had on the presence of women on the board of directors and whether this impact has been moderated by the regulatory and policy system on gender quotas in place at the time.
Design/methodology/approach
To test the authors' research hypotheses, the authors selected the major global companies worldwide with economic-financial and non-financial information available in the Thomson Reuters EIKON database over the 2015–2020 period. As a result, the authors' final sample is made up of 1,761 companies from 52 countries with different institutional settings that constitute an unbalanced data panel of 8,963 observations. The nature of the dependent variables requires the use of logistic regressions. The models incorporate the terms to control for any unobservable heterogeneity and the error term. Any endogeneity issues were addressed by considering the explanatory variables with a time lag.
Findings
The authors find that almost 30% of the companies downsized their boards in 2020. This decision resulted in more female than male directors being made redundant, causing a reversal in the fulfilment of gender quotas focussed on ensuring balanced boards with a female presence of 40% or more. This effect was enhanced in countries with hard-law regulation because the penalty for non-compliance with gender quotas had led to a significant increase in the size of these bodies in previous years through the inclusion of the required number of female directors. In contrast, the reduction in board size in soft-law countries does not differ from that in laissez-faire countries, lacking any moderating effect or impact on the number of female board members dismissed as a result of the pandemic.
Originality/value
This paper aims to contribute to current knowledge by analysing the impact that the countries' regulatory and normative systems on gender parity on boards of directors have had on the decisions made in relation to leadership positions, moderating the effects of the COVID-19 pandemic on gender equality at a global level.
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