Do board subcommittees boost European firm value? The moderating role of gender diversity on boards

Abstract

The main objective of this study is to analyse the moderating effect of corporate board gender diversity on firm value for 1490 European listed companies between 2016 and 2018. The aim is to investigate whether companies that have different subcommittees (Audit, Corporate Governance, Nomination and Compensation), or that have financial expertise on the audit committee, see increases or decreases in firm value due to the moderating effect of gender diversity. The most striking evidence reveals that the effect of gender diversity on corporate boards, considering all countries in the European sample, could positively impact firm value by moderating the corporate governance and compensation committees. In contrast, when grouped by governance structure, only in the case of one‐tier boards is the moderating effect on the governance committee determinant. Likewise, this moderating effect on the compensation committee may increase firm value, but only in countries with two‐tier corporate boards. On the other hand, our results suggest that the moderating role of women directors on the audit committee with financial expertise and on the nomination committee, while not increasing firm value, could prevent its further decline by acting as a shield for the Nordic and two‐tier groups, respectively. Our findings have important implications for company managers, as these subcommittees could exert a positive influence on the decision‐making process, such as reducing information asymmetries and agency costs.

Corporate social performance and board gender diversity: the moderating role of governance

“…Terjesen and Sealy (2016) evaluated the ethical ramifications of diversity mandates, considering the characteristics of women directors appointed under such mandates, and whether the BGD-CSP association persists. Grau and Bel (2022) found that BGD positively impacts firm value in European companies, except for those in Nordic countries, where BGD has the opposite effect, which they posit might be "because board gender quotas were imposed, perhaps leading to rapid and ill-suited changes to comply with the new regulations" (p. 1035).…”

International Scientific Conference "New Challenges in Economic and Business Development – 2023: Recovery and Resilience" : Proceedings

“…There is an opinion that diversity in the composition of supervisory boards increases the value of the company (Carter et.al., 2003;Ouni et.al., 2022;Grau & Bel, 2022) and sustainability (Arayakarnkul et.al., 2022), since strong synergy between supervisory board members contributes to the strengthening and increase in value (Carter et.al, 2003) and helps to achieve the strategic goals of the company (Cindrić, 2021), in addition, those companies where there are women on the supervisory board (or management board) are more successful in achieving corporate goals and incur less losses, including holding the position of manager (Miholić et.al., 2022). By the way, the participation of women on supervisory boards of SOEs should be encouraged as it improves the governance aspect of the company (Chouaibi et.al., 2022;Raimo et.al., 2022).…”