Corporate governance in Norway: women and employee-elected board members

Rasmussen, Janicke L.; Huse, Morten

doi:10.4337/9781849808293.00012

Cited by 11 publications

(11 citation statements)

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“…A description of corporate governance in Norway may be found in Rasmussen and Huse (2011). Norway is consistently ranked among the most gender-equal countries in the world (World Economic Forum 2013) and is often put forward to demonstrate the successful use of policies that promote equality between the sexes (Nordic Council of Ministers 2007).…”

Section: Discussionmentioning

confidence: 99%

Increasing the Number of Women on Boards: The Role of Actors and Processes

et al. 2015

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Understanding the spread of national public policies to increase the percentage of women on boards is often presented using different types of institutional theory logic. However, the importance of the political games influencing these decisions has not received the same attention. In this article, we look beyond the institutional setting by focusing on the role of actors. We explore processes that include who the critical actors that drive and determine these policies are, and what motivates them to push for change. We employ a processual design approach using a longitudinal country-comparative case study exploring the case of Norway, England, Germany and Italy. We map the political games, both inside and outside legislative areas, including the micro-politics among various actors and groups of actors in the selected countries. Data are collected through participation observations, interviews and text analyses. The study contributes by filling important gaps in the literature by embedding the discussion about women on boards in politicking and national public policies and by introducing dynamic perspectives. Finally, by using a processual design approach, we capture the reality of the women on board debates at different points of time and in different actor and motivational contexts. The study has consequences for how policy-makers and businesses may follow up and act, based on the debates.

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Section: Discussionmentioning

confidence: 99%

Increasing the Number of Women on Boards: The Role of Actors and Processes

et al. 2015

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“…These companies were in 2002 given a few years to voluntarily implement this requirement -otherwise the law would be ratified and enforced. Law enforcement began at the beginning of 2008 and by then all ASA-companies (with very few exceptions) had already met the requirement of at least 40% (Rasmussen and Huse, 2011). The article builds on a survey conducted in Norway before the law came into force (2005/2006), thus giving us the opportunity to explore the 'non-enforced' effects on task performance and organizational innovation of women directors on boards.…”

Section: Introductionmentioning

confidence: 98%

Women Directors on Corporate Boards: From Tokenism to Critical Mass

2011

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“…Law enforcement began at the beginning of 2008 and by then all public limited liability companies (with very few exceptions) had already met the requirement of at least 40% (Torchia, Calabrò and Huse 2011, p. 300 citing Rasmussen and Huse 2011). France, Italy and Belgium have done so for company boards, while Denmark, Greece, Austria, Slovenia and Finland have introduced gender requirements in legislation for the composition of the boards of state-owned companies (CIPD 2015).…”

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confidence: 99%

Critical Mass in the Boardroom of Croatian Banks

Kramarić

Miletić

2017

South East European Journal of Economics and Business

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This paper investigates the influence of gender diversity in the boardroom of Croatian banks on their performance. Specifically, we deal with both management and supervisory boards. Moreover, based on critical mass theory, the authors try to find out what constitutes critical mass. Using a static panel analysis on a sample of all commercial banks that operated in the period 2002-2014, three models were estimated with return on assets (ROA), return on equity (ROE) and net interest margin (NIM) as dependent variables. Board structure variables include gender of the chairperson, size of the board, share of women on the board and four dummy variables constructed on critical mass theory, specifically uniform group, skewed group, tilted group and balanced group. Other controls employed in the model include capital adequacy, the growth rate of assets at the bank level, ownership, age and a crisis dummy. The main finding is that when a critical mass of 20%-40% of women on the management board has been reached, bank performance improves.

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Corporate governance in Norway: women and employee-elected board members

Cited by 11 publications

References 0 publications

Increasing the Number of Women on Boards: The Role of Actors and Processes

Increasing the Number of Women on Boards: The Role of Actors and Processes

Women Directors on Corporate Boards: From Tokenism to Critical Mass

Critical Mass in the Boardroom of Croatian Banks

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