Gender diversity in management
Curvilinear relationships to reconcile findings
Bibliographic Data
| ID | 12920646 |
|---|---|
| Authors | Pilar de Luis‐Carnicer (Universidad de Zaragoza, corresponding author), Ángel Martínez Sánchez (0000-0001-6602-8901, Universidad de Zaragoza), Manuela Pérez‐pérez (0000-0003-3772-8591, Universidad de Zaragoza), María José Vela‐jiménez (Universidad de Zaragoza) |
| Year | 2008 |
| Volume | 23 |
| Issue | 8 |
| Pages | 583-597 |
| Publication date | 2008-11-07 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Gender in Management An International Journal (JOURNAL) |
| Journal identifiers | ISSN: 1754-2413 • E-ISSN: 1754-2421 |
| Publisher | Emerald Publishing Limited (PUBLISHER • GB) |
| DOI | 10.1108/17542410810912708 |
| OpenAlex | W2031735823 |
| Language | EN |
| Citations received | 6 |
| References cited | 65 |
Purpose The purpose of this paper is to study the effect of gender diversity (in executive boards and top management) on firm performance. To reconcile the inconsistent and non‐conclusive findings from previous studies, competing curvilinear relationships are theorized between gender diversity on boards and firm performance based on different theoretical backgrounds. Design/methodology/approach The paper comprises a literature review and development of theoretical propositions. Findings Curvilinear relationships were developed that may integrate different theoretical perspectives. Research limitations/implications This paper provides theoretical support to reconcile the inconsistent and non‐conclusive findings from previous theoretical perspectives and empirical studies by proposing that competing recommendations from theoretical perspectives could be tested through curvilinear relationships. Practical implications The propositions provide a strong argument for having more women in top management positions who will be promoted later through the “glass ceiling” to more gender‐balanced boards. Originality/value The paper reconciles inconsistent and non‐conclusive findings from studies about gender diversity on boards and firm performance
Argument (complex analysis · Corporate governance · Curvilinear coordinates · Diversity (politics · Economics · Empirical research · Epistemology · Gender diversity · Glass ceiling · Management · Originality · Political science · Sociology · Value (mathematics · Computer Science · Corporate Finance and Governance · Gender Diversity and Inequality · Mathematics · Psychology · Social Psychology · Work-Family Balance Challenges
Gender diversity and corporate risk nexus
The gender diversity–performance linkage at the board of directors and the workforce levels
Does gender make a difference in business performance
The importance of a critical mass of women on boards to reduce the gender pay disparity among non-executive directors
Female board members
Gender differences in leadership – believing is seeing
Men and women of the corporation
Sex Differences in Social Behavior
Board of Director Diversity and Firm Financial Performance
Do women in top management affect firm performance?A panel study of 2,500 Danish firms
Dynamic capabilities
Supervisor-subordinate similarity
Creating Hybrid Team Cultures
Does female board representation influence firm performance? The Danish evidence
Corporate Governance, Board Diversity, and Firm Value
Is the Resource-Based “View” a Useful Perspective for Strategic Management Research?
Theoretical Perspectives for Strategic Human Resource Management
Firm resources and sustained competitive advantage
Firm Resources and Sustained Competitive Advantage
Toward a Theory of Minority Group Relations
The Effects of Organizational Demographics and Social Identity on Relationships among Professional Women
Exploring gender differences in leaders' occupational self‐efficacy
Gender differences in leadership styles and management skills
Gender differences and similarities in the leadership styles and behaviour of UK managers
Testing the Female Underperformance Hypothesis
Leadership and the Glass Ceiling
Can dissimilarity lead to positive outcomes? The influence of open versus closed minds
Investor protection and corporate governance
The Leadership Styles of Women and Men
| Unique citing works | 6 |
|---|---|
| Citations per year | 0,38 |
| Citation span | 2010 - 2026 (17) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 6 |