Racial minority CEOs, board characteristics, and skilled migrant hiring

IF 4.5 2区管理学 Q1 MANAGEMENT

Human Relations Pub Date : 2024-07-26 DOI:10.1177/00187267241254188

Eunbi Kim

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引用次数: 0

Abstract

Chief executive officers (CEOs) are generally expected to make strategic decisions in pursuit of their firms’ best interests. Nevertheless, CEO decisions can be made upon noneconomic factors, such as their personal values and their relationship with the board. Building on upper echelons theory and CEO–board power dynamics literature, I examine how racial minority CEOs influence firms’ skilled migrant hiring, moderated by board characteristics that potentially constrain CEO decision-making authority. I analyze whether and how Fortune 500 firms’ skilled migrant hiring patterns (2009–2019) vary by CEO race and the level of board political conservatism/white dominance. I find support for my hypotheses that organizations with racial minority CEOs tend to hire more skilled migrants, but that such hiring decisions can be hampered by board characteristics that activate the CEOs’ value threat as minorities. I highlight the importance of organizational contexts, where the leaders are situated, in achieving organizational competitiveness and diversity. My findings contribute to literatures on CEO–board power dynamics as well as CEO diversity and strategic human resource management.

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少数种族首席执行官、董事会特征和技术移民招聘

人们通常期望首席执行官（CEO）为公司的最大利益做出战略决策。然而，首席执行官的决策也可能受非经济因素的影响，比如他们的个人价值观以及他们与董事会的关系。在上层理论和首席执行官与董事会权力动态文献的基础上，我研究了少数种族首席执行官如何影响公司的技术移民招聘，并通过可能限制首席执行官决策权的董事会特征进行调节。我分析了财富 500 强企业的技术移民招聘模式（2009-2019 年）是否以及如何因 CEO 种族和董事会政治保守主义/白人主导地位的程度而有所不同。我发现我的假设得到了支持，即拥有少数种族首席执行官的组织倾向于雇佣更多技术移民，但这种雇佣决策可能会受到董事会特征的阻碍，这些特征会激活首席执行官作为少数族裔的价值威胁。我强调了领导者所在的组织环境在实现组织竞争力和多样性方面的重要性。我的研究结果对有关首席执行官-董事会权力动态以及首席执行官多样性和战略人力资源管理的文献有所贡献。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Relations Multiple-

CiteScore

12.60

自引率

7.00%

发文量

期刊介绍： Human Relations is an international peer reviewed journal, which publishes the highest quality original research to advance our understanding of social relationships at and around work through theoretical development and empirical investigation. Scope Human Relations seeks high quality research papers that extend our knowledge of social relationships at work and organizational forms, practices and processes that affect the nature, structure and conditions of work and work organizations. Human Relations welcomes manuscripts that seek to cross disciplinary boundaries in order to develop new perspectives and insights into social relationships and relationships between people and organizations. Human Relations encourages strong empirical contributions that develop and extend theory as well as more conceptual papers that integrate, critique and expand existing theory. Human Relations welcomes critical reviews and essays: - Critical reviews advance a field through new theory, new methods, a novel synthesis of extant evidence, or a combination of two or three of these elements. Reviews that identify new research questions and that make links between management and organizations and the wider social sciences are particularly welcome. Surveys or overviews of a field are unlikely to meet these criteria. - Critical essays address contemporary scholarly issues and debates within the journal''s scope. They are more controversial than conventional papers or reviews, and can be shorter. They argue a point of view, but must meet standards of academic rigour. Anyone with an idea for a critical essay is particularly encouraged to discuss it at an early stage with the Editor-in-Chief. Human Relations encourages research that relates social theory to social practice and translates knowledge about human relations into prospects for social action and policy-making that aims to improve working lives.