Critical Mass:

Konrad, Alison M.; Kramer, Vicki W.; Erkut, Sumru

doi:10.1016/j.orgdyn.2008.02.005

Cited by 576 publications

(280 citation statements)

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“…Especially organizations with poor diversity records are expected to profit from such defensive impression management approaches (Avery & McKay, 2006). Another interesting question for future research would be to find out whether the tipping point refers to an absolute number of women (as often suggested, see Kanter, 1977;Konrad et al, 2008;Torchia et al, 2011) or a specific ratio of women to men. Such research might have implications for developing evidence-based guidelines and quotas for female representation in upper management.…”

Section: Future Research Directionsmentioning

confidence: 99%

Actions Speak Louder Than Words: Outsiders’ Perceptions Of Diversity Mixed Messages

Windscheid

Bowes

Kidder

et al. 2016

AMPROC

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To attract a gender diverse workforce, many employers use diversity statements to publicly signal that they value gender diversity. However, this often represents a misalignment between words and actions (i.e., a diversity mixed message) because most organizations are male dominated, especially in board positions. We conducted 3 studies to investigate the potentially indirect effect of such diversity mixed messages through perceived behavioral integrity on employer attractiveness. In Study 1, following a 2 ϫ 2 design, participants (N ϭ 225) were either shown a pro gender diversity statement or a neutral statement, in combination with a gender diverse board (4 men and 4 women) or a uniform all-male board (8 men). Participants' perceived behavioral integrity of the organization was assessed. In Study 2, participants (N ϭ 251) either read positive or negative reviews of the organization's behavioral integrity. Employer attractiveness was then assessed. Study 3 (N ϭ 427) investigated the impact of board gender composition on perceived behavioral integrity and employer attractiveness using a bootstrapping procedure. Both the causal-chain design of Study 1 and 2, as well as the significance test of the proposed indirect relationship in Study 3, revealed that a diversity mixed message negatively affected an organization's perceived behavioral integrity, and low behavioral integrity in turn negatively impacted employer attractiveness. In Study 3, there was also evidence for a tipping point (more than 1 woman on the board was needed) with regard to participants' perceptions of the organization's behavioral integrity.

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Section: Future Research Directionsmentioning

confidence: 99%

Actions Speak Louder Than Words: Outsiders’ Perceptions Of Diversity Mixed Messages

Windscheid

Bowes

Kidder

et al. 2016

AMPROC

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“…75/25 split of the sleeping bay with changing rooms. 5 These different configurations are designed to work with the 50/50 options (flights with 50 percent men and 50 percent women) and the 75/25 option (flights with 75 percent men and 25 percent women).…”

Section: Option Five: Integrate Sleeping Baysmentioning

confidence: 99%

“…4 We did not include a 75/25 option for integrating in the bays because that would be logistically difficult. 5 We did not include a 75/25 option without a changing room because that would be logistically difficult. …”

mentioning

confidence: 99%

An Assessment of Options for Increasing Gender Integration in Air Force Basic Military Training

Schaefer¹,

Jones²,

Naber³

et al. 2018

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This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest.RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Library of Congress Cataloging-in-Publication Data is available for this publication.ISBN: 978-0-8330-9723-1 For more information on this publication, visit www.rand.org/t/RR1795Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2018 RAND CorporationR® is a registered trademark.iii Preface Currently, men and women in U.S. Air Force (USAF) Basic Military Training (BMT) sleep in gender-segregated flights; some training is gender-segregated, and some is gender-integrated. The USAF is currently reevaluating the degree of gender-integrated training (GIT) in BMT and asked the RAND Corporation to conduct an assessment of ways to increase GIT in BMT. This study consisted of five tasks:1. reviewing the historical rationale for the degree of GIT in BMT and associated training outcomes 2. comparing USAF BMT with that of sister services 3. developing a range of options to incrementally and fully gender integrate USAF BMT 4. providing a comparative analysis of selected alternatives for gender-integrated BMT, including a cost analysis of the alternatives 5. developing an implementation monitoring framework and documenting findings and recommendations.This report documents the findings from this study. It identifies five options for increasing GIT in BMT and assesses each option against a range of criteria, including:• the degree to which GIT reflects working and housing conditions in the operational USAF • the degree of integration across flights and trainees • the impact on BMT training • the impact on current military training instructor models • the impact on BMT scheduling • the impact on BMT facilities • the impact on BMT information technology systems • the implementation timeline • the associated costs.The report also identifies specific strategies to foster GIT implementation and presents a framework for monitoring GIT implementation over time.The research reported here was commissioned by the commander of Second Air Force and was conducted within the Manpower, Personnel, and Training Program o...

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“…Female leaders also tend to have a more collaborative leadership style than men (Konrad, Kramer & Erkut 2008). They are therefore more open to diverse opinions, more willing to ask controversial questions and less likely to resort to 'group thinking' (Natesan 2013 Gul, Hutchinson and Lai (2013) found that gender diverse boards reported financial performance in a more transparent and accurate manner than male-dominated boards.…”

Section: Benefits Concerns and Possible Reasons For The Low Level Ofmentioning

confidence: 99%

“…In addition, Perrault (2015) argued that the presence of female directors enhances public perceptions of the board's legitimacy and trustworthiness. Gender diverse boards also tend to be more diligent in monitoring management than homogenous ones (Adams & Ferreira 2009). Although it is possible for one female director to bring about change on her own, significant changes generally only occur once a critical mass of three or more female directors have been appointed to a board (Konrad et al 2008). In contrast to the benefits, adverse consequences of female board representation have also been observed in the literature.…”

Section: Benefits Concerns and Possible Reasons For The Low Level Ofmentioning

confidence: 99%

Mechanisms to promote board gender diversity in South Africa

Viviers¹,

Mans-Kemp²,

Fawcett³

2017

Acta Commercii

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Research purpose: Board gender diversity is gaining increasing attention globally and in South Africa. Although more women are serving on the boards of companies listed on the Johannesburg Stock Exchange (JSE), they only represent approximately one-fifth of all directors. This situation mirrors international trends. A review of the extant literature revealed three prominent mechanisms to increase the appointment of female directors, namely mandatory board gender quotas, voluntary targets and shareholder activism. The authors critically evaluated these three mechanisms with the aim of suggesting the most appropriate ones in the South African context.Motivation for the study: The study was undertaken given the paucity of comparative research on the three change mechanisms and the need to promote greater board gender diversity in South Africa.Research design: Judgement and snowball sampling were used to identify a sample of experienced local asset managers. Semi-structured personal interviews were conducted to gauge these individuals’ views on the applicability of these change mechanisms in South Africa. The qualitative data were analysed using thematic analysis.Key findings: Although the participants acknowledged the importance of board gender female board representation, none of them have engaged investee companies on the topic over the period 2011–2016. This study provides evidence that legislation is the least preferred mechanism to promote board gender diversity in South Africa. Voluntary targets and public pressure from shareholders might be more effective.Contribution: Whereas existing research mainly centres on the rationale for board gender diversity, this study goes a step further by investigating three prominent mechanisms to promote female board representation. A contribution is made to the body of knowledge on diversity management. Context-specific recommendations are offered.

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Critical Mass:

Cited by 576 publications

References 0 publications

Actions Speak Louder Than Words: Outsiders’ Perceptions Of Diversity Mixed Messages

Actions Speak Louder Than Words: Outsiders’ Perceptions Of Diversity Mixed Messages

An Assessment of Options for Increasing Gender Integration in Air Force Basic Military Training

Mechanisms to promote board gender diversity in South Africa

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