Gender diversity in hospitality and tourism top management teams: A systematic review of the last 10 years

Russen, Michelle; Dawson, Mary; Madera, Juan M.

doi:10.1016/j.ijhm.2021.102942

Cited by 60 publications

(84 citation statements)

References 60 publications

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“…Deep-level group diversity refers to the individual differences in terms of internal and invisible attributes among group members such as personality, education, cultural background and religion (Schoss et al, 2020). Surface-level group diversity such as diversity in terms of age (Luu, 2020) and gender (Russen et al, 2021) has been widely concerned by hospitality researchers and existing hospitality studies have demonstrated that surface-level group diversity can influence working outcomes such as firm performance (Repetti, 2020) and work engagement IJCHM 34,2 (Luu et al, 2019) at the different levels. Alongside the advancement of group diversity stream in the hospitality management literature, an increasing number of researchers have realized that deep-level group diversity also plays a vital role in organizational performance in the hospitality industry because it can shape group cohesion and interpersonal attraction (Manoharan and Singal, 2017).…”

Section: Hypothesis Development 21 Group Diversitymentioning

confidence: 99%

Group diversity and employee service innovative behavior in the hospitality industry: a multilevel model

Yang

Tuan

Qian

2021

IJCHM

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Purpose Service innovative behavior from employees helps hospitality organizations gain a competitive advantage and sustain business flourishment. Although group diversity has been demonstrated as a predictor of employee outcomes, whether group diversity in terms of extraversion and openness enhances employee service innovative behavior remains a gap. This study aims to fill this gap by developing a multilevel model of the direct relationship between group diversity in terms of extraversion and openness and employee service innovative behavior and also the mediations and moderations behind the relationship. Design/methodology/approach The authors collectd data from 44 Chinese hospitality teams. The research model was validated by multilevel structural equation modeling. Findings Results showed that both group extraversion diversity and group openness diversity fostered employee service innovative behavior via creative self-efficacy. Developmental culture strengthened the effectiveness of group openness diversity on creative self-efficacy and the effectiveness of creative self-efficacy on employee service innovative behavior. Nevertheless, developmental culture did not strengthen the effectiveness of group extraversion diversity on creative self-efficacy. Practical implications Findings suggest that managers and team leaders from hospitality organizations can elicit employee service innovative behavior through increasing group diversity in terms of extraversion and openness. Hospitality practitioners also should understand that employees’ confidence for creativity is able to channel group diversity into employee service innovative endeavors. Moreover, building developmental culture is essential for hospitality teams to strengthen the effect of group diversity on innovating services. Originality/value This study expands the diversity-innovation research through unfolding both the mediations and the moderations behind the link between group diversity in terms of extraversion and openness and employee service innovative behavior.

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Section: Hypothesis Development 21 Group Diversitymentioning

confidence: 99%

Group diversity and employee service innovative behavior in the hospitality industry: a multilevel model

Yang

Tuan

Qian

2021

IJCHM

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“…Namely, this study identifies TMT gender diversity as an important managerial attribute to decrease firm risk-taking in the hospitality industry, which has been evidenced for the first time to our best knowledge. Moreover, this research responses to the call for additional theories and research to cover the diversity phenomenon from multiple perspectives (Russen et al , 2021). Precisely, drawing on UE theory, we provide further support to feminist theory (Fischer et al , 1993) and RBV (Barney, 1991) by empirically revealing the link between TMT gender diversity and firm risk-taking.…”

Section: Discussionmentioning

confidence: 99%

Top management team gender diversity and firm risk-taking in the hospitality industry

Özdemir

Erkmen

2022

IJCHM

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Purpose The purpose of this study is to investigate the link between top management team (TMT) gender diversity and firm risk-taking in hospitality companies. The study also links female leadership to risk-taking. Finally, this study examines the moderating effects of TMT incentive pay and TMT age on the relationship between TMT gender diversity and firm risk-taking. Design/methodology/approach This study uses an unbalanced data set of 81 hospitality firms and 888 firm-year observations over the period of 1992–2020. The study uses fixed-effects regression estimation for primary analyses and addresses potential endogeneity concerns via two-stage least square regression with firm fixed-effects instrumental variable regression. Risk-taking is measured by total firm risk (i.e. the annualized volatility of daily stock returns). Main results are supported with alternative measures of firm risk and estimation methods. Findings The study finds that increasing TMT gender diversity leads to a reduction in firm risk-taking in the hospitality industry. Moreover, the study finds that hospitality firms led by a female CEO experience lower firm risk compared to firms led by a male CEO. Finally, the study finds evidence that the relationship between TMT gender diversity and firm risk is contingent on the level of incentive pay awarded to TMT members and the age of TMT members. Increasing incentive pay and aging executive teams decrease the risk reduction effect of TMT gender diversity. Practical implications The findings of this study recommend that firm risk-taking in the hospitality industry is related to gender diversity in TMTs. Hence, the board of directors should pay attention to gender composition for executive positions for risk management. Moreover, the results also suggest that care should be exercised when using incentive pay to align the interests of managers and shareholders. Finally, the board of directors needs to consider both gender diversity and age of the TMT members for TMT composition to manage executives’ risk-taking behavior. Originality/value This study fills a research gap in the hospitality literature by providing empirical evidence for the link between TMT gender diversity and firm risk-taking. Additionally, the study introduces incentive pay and age of TMT as contingency factors for the link between TMT gender diversity and firm risk-taking.

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“…Block 3 -point assessment of the effective organization's management (Smagina, 2020). Block 4 -point assessment of the level of observance of gender balance in organizational management (Martin Naunton & Peterson, 2021;Russen, Dawson & Madera, 2021). They carried out the assessment in blocks 2-4 on a 4-point Likert scale.…”

Section: Methodsmentioning

confidence: 99%

“…Career growth and the manifestation of leadership abilities successfully implement individuals' abilities in specific types of work activities, which allows for complete selfrealization and self-affirmation due to an increase in social status. The essence of the gender approach to the management of an organization is manifested in achieving a gender balance of leaders (leading employees) (Russen, Dawson & Madera, 2021). Consequently, the gender balance of leaders we understood as the optimal ratio of gender diversity among management positions at all structural divisions of the organization, which would be adequate to the number of employees (men and women), their contribution to the performance of the enterprise, and equal participation in the organizational management.…”

Section: Literature Reviewmentioning

confidence: 99%

The gender aspects of career development and leadership in organizations

Pirtskhalaishvili

Paresashvili

Кулініч

2021

JEECAR

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A Work-life balance is an important factor in the career management process. Thus, we find it interesting to focus on these issues when studying the career management process. The individuals employed in all administrations of Tbilisi districts were selected as the object of our research. The surveyed respondents were 50% of the employees. The aim of the research was to study career management issues from a gender perspective. It is important for us to find out how cultural and traditional values influence career management. The findings of the research analysis were combined in three main areas. Some of the findings are related to the improvement of the organization management methods, the second part is aimed at the proper use of employees' self-management and free time, and the conclusions of the third category should be taken into account by the legislature.

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Gender diversity in hospitality and tourism top management teams: A systematic review of the last 10 years

Cited by 60 publications

References 60 publications

Group diversity and employee service innovative behavior in the hospitality industry: a multilevel model

Group diversity and employee service innovative behavior in the hospitality industry: a multilevel model

Top management team gender diversity and firm risk-taking in the hospitality industry

The gender aspects of career development and leadership in organizations

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