Gender diversity and its impact on high-tech SMEs’ organizational leadership

García-Solarte, Mónica; Lema, Domingo García-Pérez de; Guijarro, Antonia Madrid

doi:10.1108/gm-03-2017-0031

Cited by 9 publications

(7 citation statements)

References 60 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Indeed, "an organization's reputation can be affected by who serves on the board" (Bazerman and Schoorman, 1983, p. 211). Supporting this reasoning, scholars have reported that the board composition can affect investor reactions (McMillan-Capehart et al, 2010), financial performance (Campbell and Mínguez-Vera, 2008;Moreno-G omez et al, 2018), corporate giving (Williams, 2003), transformational organizational style (Garcia-Solarte et al, 2018), marketing effectiveness (Mugwati and Bakunda, 2019) as well as corporate social responsibility ratings (Cook and Glass, 2018;Bear et al, 2010). Hence, individual observers appear to interpret board attributes as signals of what it would be like to work for an organization (Connelly et al, 2011;Greening and Turban, 2000).…”

Section: Board Composition and Employer Attractivenessmentioning

confidence: 97%

“Like will to like” or “opposites attract”? Management board diversity affects employer attractiveness

Schäpers

Windscheid

Mazei

et al. 2021

View full text Add to dashboard Cite

Purpose How diversity in management boards affects employer attractiveness has yet to be fully clarified. This paper aims to contrast the two main theoretical rationales – similarity attraction and diversity attraction – and examines whether potential employees are more attracted to an organization with a homogenous board (in terms of gender and ethnicity) or to an organization with a diverse board. Design/methodology/approach Participants (N = 629) were simultaneously presented with two pictures of management boards, whereby the gender and ethnic composition of the boards were manipulated. Moreover, to examine whether social desirability influences the ratings of an organization’s attractiveness, survey anonymity was varied using an indirect questioning technique. Findings The findings supported the diversity attraction rationale: organizations with gender-balanced, multicultural boards were seen as more attractive than organizations with monolithic boards. However, this effect seemed to be influenced – at least partially – by social desirability. Research limitations/implications Additional research is needed to examine the extents to which people care about the degree of similarity between themselves and a management board. Practical implications The findings illustrate board composition as an employer branding strategy. Specifically, the results indicate that an organization can benefit from a diverse management board when this information is communicated to applicants. Social implications People’s attitudes toward organizations with diverse boards seem – in part – to be rooted in their motivation to comply with social norms. Originality/value Theoretical accounts (similarity attraction theory vs diversity attraction) lead to somewhat contradicting predictions, and the available empirical evidence was rather indirect and correlational. This study provides a controlled empirical investigation contrasting the two contradicting predictions.

show abstract

Section: Board Composition and Employer Attractivenessmentioning

confidence: 97%

“Like will to like” or “opposites attract”? Management board diversity affects employer attractiveness

Schäpers

Windscheid

Mazei

et al. 2021

View full text Add to dashboard Cite

show abstract

“…Tatli et al (2013) recommend the greater utilization of women to fill looming talent shortages. Festing et al (2015) differentiate between gender-biased and gender-inclusive TM, with the former related to how organizations define talent and design career paths and talent development programs, and the latter promoting the attraction, development and retention of the best talent, regardless of gender, increasing firms' competitive advantage (see also Charlo Molina and Nuñez Torrado, 2012;Garcia-Solarte et al, 2018). The blind screening of candidates, a balance between male and female candidates in the selection process, and equal monetary and nonmonetary rewards irrespective of gender are important factors in overcoming gender bias and implementing a gender-inclusive organizational culture (Cleveland et al, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

Latukha

Michailova

Ott

et al. 2022

View full text Add to dashboard Cite

PurposeThere is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.Design/methodology/approachThe authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.FindingsThe authors found an overall positive relationship between female-focused TM and firm performance. The authors’ analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.Originality/valueThis paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.

show abstract

“…The review is based on "Gender diversity and its impact on high-tech SMEs' organizational leadership" by Garcia-Solarte et al (2018), published in Gender in Management: An International Journal. This research paper concentrates on gender diversity within Latin American SMEs and the impact of top women executives on the leadership styles that manifest in these companies.…”

Section: Commentarymentioning

confidence: 99%

“…

The impact of changing gender diversity on the leadership styles of SMEs A transformational leadership perspective from Colombia G ender imbalance within leadership positions remains an unresolved issue across the world's companies, and the wider in-country cultures surrounding gender roles stream through into the leadership practices employees experience at work. A research paper by Garcia-Solarte et al (2018) explores the relationship between organizational leadership styles and gender diversity of leaders at small and medium enterprises (SMEs) in the city of Cali, Colombia. Data were gathered using questionnaires sent to 142 manufacturing and high-tech SMEs operating in the city.

…”

mentioning

confidence: 99%

The impact of changing gender diversity on the leadership styles of SMEs

2019

HRMID

View full text Add to dashboard Cite

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on gender diversity within Latin-American small and medium enterprises (SMEs) and the impact of top women executives on the leadership styles that manifest in these companies. Women were found to adopt a warm, inspirational, relationship-based style of transformational leadership, in contrast to the more competitive and emotionless transactional leadership style traditionally adopted by male executives in such companies. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

show abstract

Gender diversity and its impact on high-tech SMEs’ organizational leadership

Cited by 9 publications

References 60 publications

“Like will to like” or “opposites attract”? Management board diversity affects employer attractiveness

“Like will to like” or “opposites attract”? Management board diversity affects employer attractiveness

Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

The impact of changing gender diversity on the leadership styles of SMEs

Contact Info

Product

Resources

About