Gender Equality in Appointments of Board Members: The Role of Multiple Actors and their Dynamics

Abstract

Prior research has demonstrated the role of gender in recruitment and selection processes. We contribute to this literature by moving beyond studying persisting barriers for women and exploring collective practices that can contribute to gender equality. Drawing on in-depth case studies of recent appointments to corporate boards in the Netherlands, we examine the role of multiple actors and their collective strategies and dynamic interactions. This way, we provide a better understanding of the possibilities of multiple actors to bring about change or reinforce the status quo. Our findings reveal, first, that a group of 'moderate change agents' are crucial for outcomes of appointment procedures. Second, we identify three practices of coalitions of change agents that further the change agenda: seeking support, mobilizing moderate actors and counterbalancing routines. Our results suggest that if frontrunners receive support from and mobilize moderate change agents, routine gender practices can successfully be challenged and countered, as moderates give support and legitimacy to more radical actors and can bridge the gap between the latter and resisters.

Organizational interventions towards achieving gender equality at the corporate top: a multiple case study approach

“…Therefore, not only interventions per se , but commitment from the top is also important for increasing the number of women at the corporate top. This finding is in line with literature (Blommaert and van den Brink, 2020; Palmén and Schmidt, 2019). However, respondents still believe that the identified interventions also need to be in place because they help in monitoring progress and following-up on results.…”

In the Shadow of Social Stereotypes: Gender diversity on corporate boards, board chair’s gender and strategic change

“…As opposed to normative theory's focus on models that express what ought to be, positive theory in the social sciences lays emphasis on modelling what is (Friedman, 1953;Seth & Thomas, 1994). In the context of board gender diversity research, positive theory is mindful of the what is in taking into account the existence of social bias that has historically kept women from corporate leadership roles (Blommaert & van den Brink, 2020;Fitzsimmons & Callan, 2016) and at the present time appears to limit their influence in boardrooms. Nielsen and Huse's (2010b) work shows, for example, that regardless of the singular experiences, style, temperament and value orientation female directors might bring to the board, 'the perception of women directors as non-equal board members can significantly reduce the potential for women to contribute to board decision-making' (Nielsen & Huse, 2010b, p. 17).…”

Untitled

“…Homophily relates to the desire of those in more privileged positions to associate with people of similar backgrounds, views, social class, and gender. (34). As a consequence, women that are excluded from male's social network have fewer opportunities to receive information and assistance from co-workers and hence limited access to career advancement.…”