Raising the bar? Top management teams, gender diversity, and environmental sustainability

2020 ◽  
Vol 6 (4) ◽  
pp. 269-294
Author(s):  
Edward M. Mungai ◽  
S. Wagura Ndiritu ◽  
Tazeeb Rajwani
Keyword(s):  
Environmental Sustainability ◽  
Gender Diversity ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management

scholarly journals Does Diversity in Top Management Teams Contribute to Organizational Performance? The Response of the IBEX 35 Companies

2020 ◽  
Vol 9 (4) ◽  
pp. 36
Author(s):  
Mercedes Rodríguez-Fernández ◽  
Ana I. Gaspar-González ◽  
Eva M. Sánchez-Teba
Keyword(s):  
Organizational Performance ◽  
Gender Diversity ◽  
Top Management Teams ◽  
Point Of View ◽  
Management Teams ◽  
Top Management ◽  
Demographic Diversity ◽  
Organizational Policies ◽  
Upper Echelons Theory ◽  
A Company

This study contributes to the dissemination of the theoretical and empirical knowledge on the Upper Echelons Theory, considering training and demographic diversity in Top Management Teams (TMTs) as a unique feature of companies, in our case, the IBEX 35 companies. Based on the results, we can confirm that the inclusion of women in management teams positively influences the sales of a company and contributes to increasing financial results. Age and knowledge of two or more languages are important factors in achieving an increase in financial performance. From the point of view of business practice, the results obtained are useful for increasing knowledge of which TMT characteristics are valid, which allows for better results and the establishment of responsible organizational policies that promote the inclusion of gender diversity in TMTs. In addition, the results of this study indicate that the incorporation of members of other non-Spanish nationalities would constitute a distinctive feature of a company and would enrich it not only financially, but also culturally.

Top Management Gender Diversity and Internationalisation in Different Institutional Contexts: Evidence from Germany and Poland

2021 ◽  
Vol 26 (4) ◽  
pp. 706-737
Author(s):  
Anja Küpper ◽  
Tobias Dauth
Keyword(s):  
Work Experience ◽  
Gender Diversity ◽  
Practical Interest ◽  
Top Management Teams ◽  
Management Teams ◽  
Future Research ◽  
Top Management ◽  
Corporate Boards ◽  
Board Diversity ◽  
Country Level

The diversity of top management teams is a topic of increasing scholarly and practical interest. It is argued that globalisation requires international operating firms to staff their management teams with international and diverse members. We investigate the influence of institutional environments on gender and internationality diversity in boards to shed light on the question “Why do top management teams look the way they do?” Our sample includes top management team members of the largest stock listed firms in Germany and Poland. The sample consists of 60 firms and 852 individuals from 2019. Our findings suggest that the presence of non-natives and women on corporate boards and the international orientation of board members, in terms of education, work experience and directorships, are attributable to national institutional systems. While Germany´s top managers are becoming increasingly internationally diverse and have increasing gender diversification, the figures for Poland are also increasing, but on a much smaller scale. We argue that country-level institutions play an important role in shaping the diversity of corporate boards. Future research should place more emphasis on the external national environment when investigating board diversity.

Gender in top management research

2014 ◽  
Vol 37 (6) ◽  
pp. 538-552 ◽  
Author(s):  
Heike Mensi-Klarbach
Keyword(s):  
Gender Stereotypes ◽  
Gender Diversity ◽  
Empirical Work ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Biological Traits ◽  
Content Type ◽  
Individual Variables ◽  
The Impact

Purpose – The purpose of this article is to offer a multi-layered approach to gender topics in top management team research. Design/methodology/approach – Recent empirical work on the role of gender diversity in top management teams will be reviewed and contrasted with gender and diversity theory. Findings – The results show that gender diversity has often been operationalized and defined in a highly stereotypical fashion, strongly rooted in assumed biological traits (in particular male/female skills and aptitudes). This very simplistic assumption that men and women behave differently does not take into account gender and diversity theories, but simply reproduces gender stereotypes. As a result, a framework is presented that takes societal, organizational, group and individual variables into account to understand the impact of gender in top management positions. Research limitations/implications – The paper is a conceptual paper aiming at enriching scholarly work on gender and top management teams by considering several potentially gendered processes on different layers: society, organizations, groups and individuals. Originality/value – This concept is the first to offer a fresh perspective on the intensively researched topic of gender and performance in top management. By overcoming the stereotypical view that the contributions of female and male managers are inherently different, the paper aims to enrich the scholarly debate on relevant top management characteristics, and furthermore ensure that discriminatory ascriptions to female and male managers are not reproduced through academic work.

Knowledge Combination Capability and Innovation: The Effects of Gender Diversity on Top Management Teams in Technology-Based Firms

2014 ◽  
Vol 135 (3) ◽  
pp. 503-515 ◽  
Author(s):  
Jenny María Ruiz-Jiménez ◽  
María del Mar Fuentes-Fuentes ◽  
Matilde Ruiz-Arroyo
Keyword(s):  
Gender Diversity ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management
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