A Female Style in Corporate Leadership? Evidence from Quotas

Matsa, David A.; Miller, Amalia R.

doi:10.1257/app.5.3.136

Cited by 489 publications

(435 citation statements)

References 73 publications

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“…However, other channels such as gender differences in preferences or group strategic interactions may not be a priori discarded in Ahern and Dittmer's study. Matsa and Miller (2013) explicitly study the effects of the Norwegian gender quota on corporate decision-making and conclude that the quota has changed the style of corporate leadership. They compare publicly-listed firms in Norway with a matched sample of unlisted firms in Norway, and listed and unlisted firms in other Nordic countries, and find that most corporate decisions were unaffected after women's board representation increased, but note sizeable differences in firms' employment policies.…”

Section: Group Preferences and Dynamicsmentioning

confidence: 99%

Gender and the labor market: What have we learned from field and lab experiments?

2014

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We discuss the contribution of the experimental literature to the understanding of both traditional and previously unexplored dimensions of gender differences and discuss their bearings on labor market outcomes. Experiments have offered new findings on gender discrimination, and while they have identified a bias against hiring women in some labor market segments, the discrimination detected in field experiments is less pervasive than that implied by the regression approach. Experiments have also offered new insights into gender differences in preferences: to gain less from negotiation, women appear to have lower preferences than men for risk and competition and may be more sensitive to social cues. These gender differences in preferences also have implications in group settings, whereby the gender composition of a group affects team decisions and performance. Most of the evidence on gender traits comes from the lab, and key open questions remain as to the source of gender preferences-nature versus nurture, or their interaction-and their role, if any, in the workplace.JEL classification: J16, J24, J71, C91, C92, C93

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Section: Group Preferences and Dynamicsmentioning

confidence: 99%

Gender and the labor market: What have we learned from field and lab experiments?

2014

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“…This comes, however, at a cost. While previous studies (Adams and Ferreira, 2009;Ahern and Dittmar, 2010;Matsa and Miller, 2010) use data from people who really made it into boards of directors of large companies, our study uses data from students in international business studies who run a student company for the duration of one year. We believe,…”

Section: Mechanismsmentioning

confidence: 99%

“…This leads Adams and Ferreira to conclude that mandating gender quotas for directors can reduce the value of well-governed rms. Ahern and Dittmar (2010) and Matsa and Miller (2010) both measure the e ect of board composition on rm performance by exploiting that publicly listed rms in Norway were forced to have at least 40 percent female directors by 2008. In 2006, when this law was implemented, only 9 percent of directors were women.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Gender Diversity on the Performance of Business Teams: Evidence from a Field Experiment

2013

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This paper reports on a field experiment conducted to estimate the impact of the share of women in business teams on their performance. Teams consisting of undergraduate students in business studies start up a venture as part of their curriculum. We manipulated the gender composition of teams and assigned students randomly to teams, conditional on their gender. We find that teams with an equal gender mix perform better than male-dominated teams in terms of sales and profits. We explore various mechanisms suggested in the literature to explain this positive effect of gender diversity on performance (including complementarities, learning, monitoring, and conflicts) but find no support for them. This paper was accepted by Jesper Sørensen, organizations.

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“…4 Studies from the viewpoint of female labor mainly focus on the issue of the gender gap in compensation (e.g., Bell, 2005;Elkinawy and Stater, 2011;Bugeja et al, 2012) and discrimination in promotion by gender (Bertrand and Hallock, 2001;Elkinawy and Stater, 2011;Matsa and Miller, 2011;Gayle et al, 2012;Conyon, 2014). 5 On the other hand, the major interests of the studies in the field of finance and corporate governance are the effect of the female director on company performance (e.g., Carter et al, 2003;Wolfers, 2006;Adams and Ferreira, 2009;Gul et al, 2011;Ahern and Dittmar, 2012;Dezsö and Ross, 2012;Pathan and Faff, 2013;Matsa and Miller, 2013;Gregory-Smith et al, 2014) and the different management styles of female leaders (e.g., Gul et al, 2011;Huang and Kisgen, 2013;Matsa and Miller, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

What Types of Companies Have Female and Foreign Directors?

Morikawa

2014

SSRN Journal

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This paper analyzes the determinants of the presence and the number of female and foreign directors among Japanese companies. First, listed and long-established companies, subsidiaries, and unionized companies tend not to have female directors. On the other hand, owner-managed companies are likely to have female directors and chief executive officers (CEOs). Company size and foreign shareholdings do not have significant relationships with the presence of female directors. Second, while some past studies in the United States and European countries find evidence of "tokenism," whereby female-led companies do not appoint additional females as directors, we do not find such evidence among Japanese companies. Third, while foreign-owned companies and companies engaged in overseas activities tend to have foreign directors, other company characteristics, such as size and listing status, do not have systematic relationships with the presence of foreign directors.

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A Female Style in Corporate Leadership? Evidence from Quotas

Cited by 489 publications

References 73 publications

Gender and the labor market: What have we learned from field and lab experiments?

Gender and the labor market: What have we learned from field and lab experiments?

The Impact of Gender Diversity on the Performance of Business Teams: Evidence from a Field Experiment

What Types of Companies Have Female and Foreign Directors?

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