Global perspectives on gender diversity and business performance

Abstract

Purpose Based on the resource-based theory, the purpose of this study is to investigate the relationship between operational employment levels of gender diversity and business performance over a multi-year period. This study also explores if gender parity moderates this relationship and how gender diversity is directionally developed. Design/methodology/approach A cross-lagged panel design and path analysis is applied to a global data set of women employees, women managers and women senior executives – in relation to revenue, of over 6,000 companies over the six-year period from 2012 to 2017. Findings Overall results confirm a positive relationship between women managers and revenue over a multi-year period for all companies. A moderating analysis also finds a positive relationship between total women employees (as well as women managers) and revenue growth of companies headquartered in countries with medium levels of gender parity. The overall and moderating analysis do not find a positive relationship between senior women executives and revenue growth. Longitudinal analysis also finds that the multiple operational levels of gender diversity directionally develop in a mutually cyclical manner. Originality/value To the best of the authors’ knowledge, this is the first diversity and business performance study to use a global data set of multiple operational levels of women employees, managers and senior executives over a multi-year period. This study contributes new perspectives on the positive relationship between women managers and business performance. This study also confirms prior findings of a positive relationship between women employees and business performance in medium gender-parity countries. Finally, this longitudinal study introduces the concept of the gender pipeline of executive advancement along the multiple operational levels of employment and finds that gender diversity is directionally developed in a mutually cyclical, bidirectional pattern.

Improving Teachers’ Attitudes Toward the Teaching of Intellectually Disabled Students through Training in Evidence-Based Practices

“…These results are consistent with those of various studies indicating the active role played by EBPs in the field of special education and its positive impact on both the teacher and the student (Al-Gahtani & Al-Johani, 2022;Al-Malky & Alrasheed, 2023;Al-Omari & Al-Zaraa, 2022;Al-Otaibi, 2022;Al-Shammari et al, 2021; http://ijlter.org/index.php/ijlter Andronache et al, 2014;Casale-Giannola et al, 2023;Fouad, 2022;Layden et al, 2022). These results also agree with Maghraby's study (2022) in that the attitudes of IETs toward their students with ID were positive.…”

CEO Gender and Family Business Performance: The Moderating Role of Socio-Emotional Wealth

“…Hypothesis 1 is therefore not supported, which means we cannot conclude that female CEOs perform beter than male ones. We hypothesized a posi�ve rela�onship between female CEOs and financial performance based on several studies (e.g., Nekhilli et al, 2018;Chadwick and Dawson, 2018;Fouad et al, 2023;Fernando et al, 2023). However, our results acknowledge the mixed findings in exis�ng literature regarding this rela�onship.…”

“…Various explana�ons are given as to why female CEOs achieve a beter financial return, such as women think more market-oriented (Davis et al, 2010), understand the market beter (Strom et al, 2014), are beter advisors (Adams and Ferreira, 2007), can beter maintain rela�onships leading to a beter business environment (Shrader et al, 1997), take fewer personal benefits than men (Barber and Odean, 2001;Bliss and Poter, 2002), and manage the expenditure of financial resources beter (Barber and Odean, 2001;Bliss and Poter, 2002;Khan and Vieito, 2013). The results of Fouad et al (2023) recently confirmed a posi�ve rela�onship between women managers and revenue over a mul�-year period for all companies. Similarly, Fernando et al (2023) show that increasing female representa�on in the top management team has a substan�al and direct posi�ve influence on firm performance.…”