Gender quotas for corporate boards
Do they lead to more women in senior executive management
Bibliographic Data
| ID | 12920876 |
|---|---|
| Authors | Sigtona Halrynjo (0000-0001-7890-151X, Forskning.no (Norway), corresponding author), Mari Teigen (0000-0003-4414-9803, Forskning.no (Norway)) |
| Year | 2024 |
| Volume | 39 |
| Issue | 6 |
| Pages | 761-777 |
| Publication date | 2024-04-09 |
| 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/gm-03-2023-0096 |
| OpenAlex | W4394621471 |
| Language | EN |
| Citations received | 2 |
| References cited | 39 |
Purpose The European Union (EU) has recently adopted gender quotas for corporate boards (CBQ), anticipating ripple effects on women’s careers in the companies concerned, as well as throughout the economy. The purpose of this paper is to investigate whether CBQ has spurred ripple effects and discuss mechanisms hindering or facilitating women’s occupancy of top executive positions. Design/methodology/approach Norway was the first country in the world to introduce CBQ in 2003, with full effect from 2008. The policy requires company boards to be composed of 40% of each gender. Drawing on original data mapping boards and executive committees in Norway’s 200 largest companies, the authors analyze the association between CBQ and the gender composition of executive management almost 15 years after the full implementation. The data include both companies covered by the CBQ and large companies not covered. Findings The investigation does not find a positive association between CBQ and more women in executive positions. Thus, the ripple effect hypothesis of CBQ is not supported. CBQ may have contributed to an increased awareness of gender imbalances, yet these findings indicate that to achieve more gender balance in executive positions, scholars and practitioners may need to focus more on gendered conditions and processes in organizations and society throughout executive careers than on the gender composition of boards. Originality/value This paper provides empirical analyses of original data 15 years after the implementation of CBQ. The authors further contribute to scholarly debate by identifying and discussing possible mechanisms that explain how requiring more women on corporate boards may – or may not – have ripple effects on executive management
Business · Corporate governance · Economics · Lead (geology · Management · Senior management · Corporate Finance and Governance · Gender Diversity and Inequality · Gender Politics and Representation · Accounting · Finance
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| Unique citing works | 2 |
|---|---|
| Citations per year | 2 |
| Citation span | 2025 - 2026 (2) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 2 |