Corporate boards in Europe: size, independence and gender diversity

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Chinwe Okoyeuzu ◽

Augustine Ujunwa ◽

Angela Ifeanyi Ujunwa ◽

Emmanuel Onyebuchi Onah

Keyword(s):

Gender Diversity ◽

Bank Performance ◽

Board Independence ◽

Annual Data ◽

Corporate Boards ◽

Female Representation ◽

Content Type ◽

And Gender ◽

Board Gender Diversity ◽

Negative Predictor

Purpose This study aims to examine the effects of board independence and gender diversity on bank performance in Nigeria. Design/methodology/approach The two-step system-generalized method moment was used to estimate the effect of board independence and gender diversity on bank performance in Nigeria using annual data of 15 deposit money banks from 2006 to 2018. Findings The results revealed that gender diversity is a significant positive predictor of bank performance, whereas board independence is a negative predictor of bank performance in Nigeria. Practical implications Despite the significant positive relationship between gender diversity and bank performance, this paper does not recommend mandatory quota-based initiates of female representation on corporate boards because of the increasing number of female representations on corporate boards of banks in Nigeria. Originality/value The study contributes to corporate governance literature from developing country perspective and policy, particularly, on the relevance or otherwise of market-based measures in assessing bank performance in developing counties. This paper finds that market-based variables are not good measures of firm performance in economies with underdeveloped markets.

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Regulatory Mandates and Gender Diversity in Corporate Boards: The Family Firm Effect

Academy of Management Proceedings ◽

10.5465/ambpp.2021.14056abstract ◽

2021 ◽

Vol 2021 (1) ◽

pp. 14056

Author(s):

Raveendra Chittoor ◽

Nupur Pavan Bang ◽

Ramachandran Kavil

Keyword(s):

Gender Diversity ◽

Family Firm ◽

Corporate Boards ◽

The Family ◽

Regulatory Mandates ◽

And Gender ◽

Firm Effect

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Executive directors' pay-performance link and board diversity: evidence from high free cash flow and low-growth firms

International Journal of Emerging Markets ◽

10.1108/ijoem-11-2020-1379 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Chwee Ming Tee

Keyword(s):

Cash Flow ◽

Least Squares Method ◽

Gender Diversity ◽

Free Cash Flow ◽

Executive Directors ◽

Corporate Boards ◽

Board Diversity ◽

Content Type ◽

Growth Firms ◽

And Gender

PurposeThe purpose of this study is to examine whether board diversity can attenuate weaker executive directors' pay-performance link in high free cash flow and low-growth firms (HFCF_LGRW).Design/methodology/approachThis study employed the Malaysian dataset from 2005 till 2016 and the fixed-effect model to investigate the developed hypotheses. The two-stage least squares method (2SLS) is employed to mitigate endogeneity issues.FindingsThis study finds that a positive association between executive directors' pay and firm performance is weaker in HFCF_LGRW firms. However, board diversity, namely ethnic and gender diversity, can mitigate weaker executive directors' pay-performance link, indicating effective monitoring.Originality/valueThis study is among the first to reveal that executive directors' pay-performance link is weaker in firms with HFCF_LGRW growth, consistent with Jensen's (1986) free cash flow hypothesis. However, findings suggest that this agency problem in HFCF_LGRW firms is attenuated by board diversity, namely ethnic and gender diversity. This supports the notion that diversity in corporate boards serves as an effective internal monitor.

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Bringing Women on Board? Family Policies, Quotas and Gender Diversity in Top Jobs

Work Employment and Society ◽

10.1177/0950017020971221 ◽

2020 ◽

pp. 095001702097122

Author(s):

Helen Kowalewska

Keyword(s):

Welfare State ◽

Family Policy ◽

Critical Mass ◽

Gender Diversity ◽

Qualitative Comparative Analysis ◽

Corporate Boards ◽

Family Policies ◽

Women On Boards ◽

And Gender ◽

State Interventions

An influential body of work has identified a ‘welfare-state paradox’: work–family policies that bring women into the workforce also undermine women’s access to the top jobs. Missing from this literature is a consideration of how welfare-state interventions impact on women’s representation at the board-level specifically, rather than managerial and lucrative positions more generally. This article contributes to addressing this ‘gap’. A fuzzy-set Qualitative Comparative Analysis of 22 industrialised countries reveals how welfare-state interventions combine with gender boardroom quotas and targets in (not) bringing a ‘critical mass’ of women onto private-sector corporate boards. Overall, the analysis finds limited evidence in support of a welfare-state paradox; in fact, countries are unlikely to achieve a critical mass of women on boards in the absence of adequate childcare services. The results further suggest that ‘hard’, mandatory gender boardroom quotas are not necessary for achieving more women on boards; ‘soft’, voluntary recommendations can also work under certain family policy constellations.

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Gender-diverse boards get better performance on mergers and acquisitions

Corporate Ownership and Control ◽

10.22495/cocv17i4siart1 ◽

2020 ◽

Vol 17 (4, Special Issue) ◽

pp. 222-233 ◽

Cited By ~ 1

Author(s):

Nivo Ravaonorohanta

Keyword(s):

Gender Diversity ◽

Value Added ◽

Corporate Boards ◽

Representation Of Women ◽

Female Directors ◽

Gender Diverse ◽

Women On Boards ◽

And Gender ◽

Board Gender Diversity ◽

Executive Teams

In recent years, the composition of boards, particularly the appointment of female directors to the boardroom has attracted significant political and social debate. Despite several studies that have examined links between the representation of women on boards and the corporate performance, research on the board gender diversity in merger contexts is limited. We assess whether the presence of women on corporate boards affects merger and acquisition (M&A) performance. Using acquisition bids by public Canadian companies during 2012-2017, we find that an increasing number of female directors in acquiring companies is associated with an enhanced merger performance and a reduced bid premium. After controlling for gender diversity on executive teams, the value added by having women on boards is particularly noticeable when acquiring firms have few women in the executive teams, and where overconfidence is prevalent. Thus, there is a substitutive relation between gender diversity on the board and gender diversity on the executive team.

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