Impact of women in the board of directors on business risk of Vietnamese firms

Linh, Hoai; Tran, Trong Phong; Tran, Van Bang; Nguyen, Song Phuong

doi:10.21003/ea.v160-15

Cited by 4 publications

(4 citation statements)

References 20 publications

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“…The study could not find any significant impact of FCEO and FDG on RTB. These outcomes are inconsistent with past studies [34][35][36][37][38]. Hence, H1b is partially accepted.…”

Section: Impact Of Femininity On Firm Risk-takingcontrasting

confidence: 75%

“…Refs. [35][36][37][38] showed a negative effect of female CEO on RTB, and [35] found a positive effect of female CEO on FSTB.…”

Section: Empirical Reviewmentioning

confidence: 92%

“…Female CEO [35] --Negative Positive [34] Negative Negative -- [45] "No difference between the risk attitudes of male and female CEOs." [36] --Negative -- [37] --Negative -- [38] --Negative -- [33] Positive ----Female Director-General [39] Positive ---- [40] Positive Positive -- [41] Positive ---- [42] Positive --Positive [43] Positive Negative -- [46] Positive ----…”

Section: Board Gender Diversitymentioning

confidence: 99%

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Women in Top Management: Performance of Firms and Open Innovation

Tahir

Ullah

Ahmad

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

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The lack of women’s presence in firms’ top management positions reflects gender equity problems, especially in South Asia, including Pakistan, and contours a firm’s financial behavior. Based on the underpinning of the conceptual framework developed by a combination of fourteen femininity theories, the current study investigates women’s induction in top management and its impact on a firm’s financial behavior. We collected data from annual reports of 60 non-financial firms listed at the Pakistan Stock Exchange (PSX) for 2013–2019. The study uses the return of assets (ROA), firm’s stability (FSTB), and risk-taking behavior (RTB) as dependent variables. Meanwhile, board gender diversity (BGD), female CEO (FCEO), female director-general (FDG), and female in audit committee (FIAC) are taken as independent variables. A multiple regression diagnostics approach is applied to analyze the data. The study reveals the positive impact of BGD on ROA and FSTB. However, this effect is adverse to RTB. The FIAC shows a positive (negative) impact on ROA (RTB). It also finds a negative impact of FCEO and FDG on ROA and FSTB.

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“…The study could not find any significant impact of FCEO and FDG on RTB. These outcomes are inconsistent with past studies [34][35][36][37][38]. Hence, H1b is partially accepted.…”

Section: Impact Of Femininity On Firm Risk-takingcontrasting

confidence: 75%

“…Refs. [35][36][37][38] showed a negative effect of female CEO on RTB, and [35] found a positive effect of female CEO on FSTB.…”

Section: Empirical Reviewmentioning

confidence: 92%

Section: Board Gender Diversitymentioning

confidence: 99%

See 1 more Smart Citation

Women in Top Management: Performance of Firms and Open Innovation

Tahir

Ullah

Ahmad

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

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“…This study found that only 37 percent of the sample firm years have a woman on their boards, and only 23 percent of the firm years have independent woman directors. From the analysis of recent literature, it has been found that, in order to realize significant contributions from a gender diverse board, an average of 30 percent female representation has to be attained (Kanter, 1977; Do et al , 2016; Ben-Amar et al , 2017; Kramaric and Miletic, 2017; Rossi et al , 2017; Strydom et al , 2016). The findings suggest that merely mandating the presence of one woman on each corporate board is not sufficient in an emerging economy like India.…”

Section: Discussionmentioning

confidence: 99%

Women on boards in India: a need or tokenism?

Srivastava

Das

Pattanayak

2018

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Purpose The purpose of this paper is to examine the significance of gender diversity on corporate boards in India in the light of recent regulatory reform introduced in the Companies’ Act, 2013 which mandated the presence of at least one woman on the corporate boards of all the listed firms. Design/methodology/approach Based on a panel of 300 firm-year observations for 15 years from 2001 to 2015, regression analysis has been conducted to analyze the relation between gender-related variables of corporate boards with firm-specific financial characteristic, cost of equity (COE) and return on assets (ROA) of firms listed in CNX Nifty, a major financial market index of India. Findings The analysis indicates that boards with gender diversity explain a slightly more than 5.5 percent change in a firm’s COE and have a much higher impact of 45 percent on a firm’s ROA. The presence of female directors on the boards and their independence have a negative association with the COE, whereas the level of involvement of female directors on different committees has a positive association with the ROA. Practical implications The findings may help theorists in defining the right mix of female on the corporate boards in an emerging economy. Also, by taking input from the findings, regulators and industry can formulate policies to foster gender diversity on corporate boards in India. Originality/value This study considers the recent regulatory norm introduced in India. This issue has still not been discussed and analyzed by researchers in India. It attempts to explain the impact a gender diverse board can make on a firm’s performance. It also makes valuable recommendations to improve the norms intended to more effectively foster gender diversity on corporate boards in India.

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Financial Derivatives: Generals, Board Roles and Scandals

Lien

2022

Board Directors, Financial Derivatives, and Corporate Governance: The Case of Vietnam

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Impact of women in the board of directors on business risk of Vietnamese firms

Cited by 4 publications

References 20 publications

Women in Top Management: Performance of Firms and Open Innovation

Women in Top Management: Performance of Firms and Open Innovation

Women on boards in India: a need or tokenism?

Financial Derivatives: Generals, Board Roles and Scandals

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