French supervisory board gender composition and quota threat: changes from 2008 to 2010

Singh, Val; Point, Sébastien; Moulin, Yves

doi:10.1108/gm-07-2015-0065

Cited by 21 publications

(18 citation statements)

References 27 publications

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“…This setting is attractive because, similar to many developed and developing economies, women account for about 43% of the country's labor force; however, they are under-represented at the top of the corporate hierarchy: 12% of top executives and board members are women, while only 4% of top companies have a woman serving as CEO (ILO, 2015). Also, different from the case of various mostly European countries (e.g., Belgium, France, Iceland, Italy, the Netherlands, Norway, and Spain) (Ahern and Dittmar, 2012;Singh et al, 2015), Colombian businesses do not have to meet 'gender quotas' imposed by law. 3…”

Section: Introductionmentioning

confidence: 86%

Gender diversity in the board, women’s leadership and business performance

Moreno-Gómez¹,

Lafuente²,

Vaillant

2018

151

110

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This paper investigates how gender diversity in top management-i.e., boardroom and top management positions-impacts business performance among Colombian public businesses. Design/methodology/approach: Building on the Upper Echelon theory which emphasizes that gender in an important characteristic that influences top management's decision making, we employ panel data models on a sample of 54 Colombian public businesses for the period 2008-2015 to test the proposed hypotheses relating gender diversity and subsequent business performance. Findings: The results support that gender diversity is positively associated with subsequent business performance. More concretely, we find that the relationship between gender diversity at the top of the corporate hierarchy-in our case, as CEO and in the top management team-and subsequent performance becomes more evident when performance is linked to business operations (ROA), while the positive effect of women's representation in the boardroom and subsequent performance is significant when performance is measured via shareholder-oriented metrics (ROE). Originality/value: Few studies have addressed the role of gender diversity on performance in developing economies. This study contributes to better understand how gender diversity impacts performance in contexts where women are underrepresented in the top management, and where the appointment of women directors or managers is not driven by regulatory pressures.

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Section: Introductionmentioning

confidence: 86%

Gender diversity in the board, women’s leadership and business performance

Moreno-Gómez¹,

Lafuente²,

Vaillant

2018

151

110

View full text Add to dashboard Cite

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“…Regarding gender diversity on boards, we now draw on research from other countries, namely Sweden (Bohman et al 2012), France (Singh et al 2015), Australia (Klettner et al 2016), as well as the UK (Grosvold et al 2007;Sealy and Vinnicombe 2013), arguing that the emergence of a threat due to regulators' public sympathizing with legislative board quotas has a positive effect on female representation. We suggest that in such particular cases of self-regulation under the 'shadow of hierarchy', the mere threat of the regulator's "interference in what [companies] considered strictly business issues" (Bohman et al 2012, pp.…”

Section: The 'Shadow Of Hierarchy' Triggers Pressuresmentioning

confidence: 99%

The Carrot or the Stick: Self-Regulation for Gender-Diverse Boards via Codes of Good Governance

2019

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Scholars have emphasized the potential of self-regulation, realized through 'codes of good governance', to improve gender diversity on boards. Yet, unconvinced of the effectiveness of this self-regulation, many regulators have implemented mandatory quota laws. Our study sheds light on this dilemma. Seeking to broaden our conceptual knowledge of how such 'codes' work in the specific case of gender diversity on boards, we ask: Under which conditions is self-regulation via voluntary principles of good governance effective? Expanding recent institutional-theory perspectives from the literature of women on boards, we show that, in the case of Austria, self-regulation via code recommendations is ineffective unless supported by additional forces. The primary reason for this, we argue, is that nominators do not expect benefits from gender-diverse boards. Furthermore, non-compliant companies face little pressure to change due to the small number of companies that have already adopted respective code recommendations. We identify two potential alternatives to boost the effectiveness of voluntary self-regulation for gender-diverse boards: First, the introduction of concrete targets for female representation and the public monitoring of fulfillment; and, second, the establishment of a credible threat that mandatory quotas will be imposed if diversity goals are not achieved. Drawing on longitudinal data from 2006 to 2016 on listed and state-owned companies in Austria, we give an empirical account of the conditions that assure effective self-regulation. Arguing that codes suffer from what we call 'opportunity bias', we conclude that political goals (such as gender equality) based on ethical rather than instrumental considerations are unlikely to be effectively implemented solely by codes of good governance.

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“…In Norway, extensive normative pressures such as mentoring, training, databases, and law hearings did not substantially improve shares of women on boards (Huse, 2013a). However in France, the largest CAC40 firms implemented the greatest post-quota improvements (Singh, Point, & Moulin, 2015). The coercive pressure of the “threat of quota” increased shares of women on boards in the UK and Australia (Klettner, Clarke, & Boersma, 2014; Sheridan, Ross-Smith, & Lord, 2014; Vinnicombe, Doldor, Sealy, Pryce, & Turner, 2015).…”

Section: Conflicting Tensions Concerning Board Gender Quotasmentioning

confidence: 99%

Board Gender Quotas: Exploring Ethical Tensions From A Multi-Theoretical Perspective

2016

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Abstract: Despite 40 years of equal opportunities policies and more than two decades of government and organization initiatives aimed at helping women reach the upper echelons of the corporate world, women are seriously underrepresented on corporate boards. Recently, fifteen countries sought to redress this imbalance by introducing gender quotas for board representation. The introduction of board gender quota legislation creates ethical tensions and dilemmas which we categorize in terms of motivations, legitimacy, and outcomes. We investigate these tensions through four overarching theoretical perspectives: institutional, stakeholder, social identity, and social capital. We outline a future research agenda based on how these tensions offer greater focus to research on quotas and more broadly to ethics and diversity in organizations in terms of theory, anticipated ethical tensions, data, and methodology. In sum, our review seeks to synthesize existing multidisciplinary research and stimulate future enquiry on this expanding set of legislation. Permanent repository link

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French supervisory board gender composition and quota threat: changes from 2008 to 2010

Cited by 21 publications

References 27 publications

Gender diversity in the board, women’s leadership and business performance

Gender diversity in the board, women’s leadership and business performance

The Carrot or the Stick: Self-Regulation for Gender-Diverse Boards via Codes of Good Governance

Board Gender Quotas: Exploring Ethical Tensions From A Multi-Theoretical Perspective

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