Shalini Sarin Jain , Guy D. Fernando , Arindam Tripathy , Sandhya Bhatia
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引用次数: 7
Abstract
This study examines gender equity – representation and compensation in top management – in listed family and non-family firms in the U.S. We integrate diversity, gender, and family firm perspectives, to understand how family firms vary from their non-family peers when making strategic choices about achieving gender parity in executive positions. Our empirical analyses confirm that family firms lag non-family firms in gender representation, suggesting they do not fully harness the potential advantages of female leadership. Our novel finding, however, is that family firms are successful in attenuating the gender compensation gap in their top management teams. Our results illustrate how family firms leverage their distinct ‘familial’ features to both preserve their socioemotional wealth and add to their inimitable resource cache, while also being socially responsible on a societal level. This study advances our understanding of the important role of ownership structure in bridging the persistent gender equity divide.
期刊介绍:
The Journal of Family Business Strategy takes an international perspective, providing a platform for research that advances our understanding of family businesses. Welcoming submissions across various dimensions, the journal explores the intricate interplay between family dynamics and business operations, contributing new insights to this specialized field.