Cynthia R Phillips, Abraham Stefanidis, Victoria Shoaf
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Corporate social performance and board gender diversity: the moderating role of governance
Purpose
Drawing on legitimacy and upper-echelon theory, this paper aims to investigate the moderating role of corporate governance in the relationship between corporate social performance (CSP) and board gender diversity (BGD).
Design/methodology/approach
Using Morgan Stanley Capital International measures of social and governance performance, the authors use 2,950 firm-year observations from US companies for the years 2016–2020 to show that good performance on social issues drives BGD.
Findings
The panel data model indicates that the relationship between CSP and BGD is strengthened when firms display robust corporate governance.
Originality/value
This study contributes to the extant literature through empirical consideration of CSP as a predictor of BGD, a relationship that has rarely been examined. It further highlights the significant role of corporate governance in ensuring that women have access to corporate boards. Discussion and findings highlight that social performance and governance may significantly contribute to the diversity of socially cognizant boards.
期刊介绍：
Coverage (includes, but is not restricted to): ■Equal opportunities law ■Flexibility at work and part-time working ■Male/female working styles ■Networking ■Performance appraisal ■Sexual politics ■Entrepreneurship ■Cross-cultural issues ■Employee-employer relationships ■Sexuality and sexual orientation ■Career influences/determinants ■Glass ceiling issues ■Employment disparities e.g. pay Companies often fail to recognize or realize the potential of women professionals by failing to respond positively to women who have created successful managerial roles for themselves.
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