Women and Multiple Board Memberships: Social Capital and Institutional Pressure

Rigolini, Alessandra; Huse, Morten

doi:10.1007/s10551-019-04313-6

Cited by 25 publications

(25 citation statements)

References 40 publications

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“…Goldeng et al (2019) stress in their study how important the institutional framework for the recent changes of the elected female directors is and find that the gender quota changes the average age, composition of present nationalities on board, and the average number of multiple directorships of board directors in Norwegian public limited companies. Moreover, Rigolini and Huse (2019) show for Italy that women being appointed on a board (due to a gender quota) differ in their social capital characteristics.…”

Section: Literature Reviewmentioning

confidence: 99%

Gender spillovers from supervisory boards to management boards

2021

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This study investigates gender spillovers from women on supervisory boards to women on management boards in a two‐tier system with employee codetermination. The supervisory board consists of a nominating committee mainly responsible for the appointment of directors in the management board. By combining similarity attraction theory with power theory, we predict that only female shareholder representatives who serve on the nominating committee drive the positive effect on the presence of women on management boards. The results of the correlated random effects models in a sample of 95 German codetermined and publicly listed companies (2009–2016) confirm the predicted relationship.

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Section: Literature Reviewmentioning

confidence: 99%

Gender spillovers from supervisory boards to management boards

2021

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“…Despite the importance of networks in perpetuating gender disparities in board representation, the question of whether and to what extent affirmative action programs play a role in alleviating these gender differences has thus far received no attention in the literature. Closest to our paper are [27,28] and [29]. [27] compare the social capital -derived from network positions-of men and women Norwegian directors holding multiple board positions at public firms before and after the introduction of a binding gender quota in Norway.…”

Section: Introductionmentioning

confidence: 99%

“…[27] compare the social capital -derived from network positions-of men and women Norwegian directors holding multiple board positions at public firms before and after the introduction of a binding gender quota in Norway. [28] and [29] compare how different types of social capital in a sub-sample of prominent women directors holding multiple board positions at public firms change before and after the introduction of binding gender quotas in Norway and Italy, respectively. However, to the best of our knowledge there is no other research addressing the gender difference in the benefits -in terms of board positions-directors may derive from their social networks and whether the passage of different types of affirmative action programs plays a role in alleviating these gender differences.…”

Section: Introductionmentioning

confidence: 99%

“…Second, we add to the mostly descriptive studies on the social capital characteristics of directors, both in terms of data and statistical approaches. In terms of data, we extend the knowledge of existing studies which have focused mainly on individual countries (for example, the Netherlands [ 37 ], Norway [ 27 , 28 ], and Italy [ 29 ]) and on a selection of a few, prominent directors, by using a cross-country sample of 25,127 unique directors –regardless of prominence– from 2,435 public firms in 32 European countries over the period of 2000 through 2017. In terms of statistical approaches, we use a battery of statistical methods including multi-level linear models and matching techniques.…”

Section: Introductionmentioning

confidence: 99%

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Affirmative action programs and network benefits in the number of board positions

Burzynska

Contreras

2020

PLoS ONE

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Whereas governments are increasingly considering affirmative action programs to increase corporate board diversity, the effect of such programs can be superficial as they do not address the underlying problem, which is women's access to and inclusion in relevant corporate networks. To address this issue, we study the relationship among affirmative action programs (binding gender quotas and non-binding gender targets), director networks, and the number of board positions individual directors hold given their gender. We use personal, professional, and network characteristics of 25,127 unique directors from 2,435 public firms in 32 European countries over the period of 2000 through 2017. We find that in the absence of affirmative action programs, women directors benefit less from their networks than men directors suggesting the existence of a gender gap in network benefits. After the passage of binding gender quotas, this gender gap in network benefits narrows between women and men directors. Overall, this research suggests that binding gender quotas make director networks a more salient tool for hiring women and may help in leveling the playing field in the way these networks are used for achieving top management positions.

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“…Seierstad and Opsahl (2011) identified that a consequence of the quota in Norway was the rise of a small group of women holding many directorships; these women have been referred to as "golden skirts". This perspective assumes that, within an institutional environment with a quota regime, the social capital of female directors tends to be elitist, rather than a tool for supporting gender diversity in the corporate system (Rigolini and Huse, 2019). e n d e r i n M a n a g e m e n t : a n I n t e r n a t i o n a l J o u r n a l 5 This study will compare the institutional context of the UK with Norway, contrasting the patterns of female directors in the UK where there is interest-group activity to promote female representation on corporate boards, along with a "comply or explain" principle, with the quotas approach observed in Norway.…”

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confidence: 99%

Busy female directors: an exploratory analysis of the impact of quotas and interest groups

Sarabi

Smith

2021

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Purpose This paper aims to provide an exploratory analysis of male and female directors, comparing the case of UK FTSE 350 boards of directors for 2010–2018, with Norwegian boards from 2002 to 2018, to examine patterns of busy female directors. This paper considers the differences between the effects of interest groups’ actions and those of quotas on the emergence of busy female directors. Design/methodology/approach This paper uses a longitudinal approach, providing an examination of both non-busy directors and busy directors sitting on the boards of UK and Norwegian firms, with a focus on female directors. Drawing on methods from social network analysis, several trends and patterns are mapped for the two corporate systems. The paper tests whether the proportion of busy male directors is significantly different from the proportion of busy female directors in the two institutional settings. Findings The results show there has been an increase in the proportion of busy female directors, whereas the level of busy male directors is slightly decreasing in the UK from 2010 to 2018. In Norway, following the introduction of gender quotas on corporate boards, there has been an increase in overboarded directors, especially female directors, along with the rise of so-called “golden skirt” directors. However, when compared to the UK case, the proportion of busy male and female directors is higher, suggesting that the emergence of the golden skirts in Norway is not a result of quotas alone. Originality/value The topic of busy directors has received increased attention in recent years, yet the gender of these directors is often neglected. This paper provides an overview of the characteristics of busy female directors for large UK and Norwegian firms, presenting avenues for future research.

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Women and Multiple Board Memberships: Social Capital and Institutional Pressure

Cited by 25 publications

References 40 publications

Gender spillovers from supervisory boards to management boards

Gender spillovers from supervisory boards to management boards

Affirmative action programs and network benefits in the number of board positions

Busy female directors: an exploratory analysis of the impact of quotas and interest groups

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