看到和没有听到:董事会女性成员和超过临界质量的流程损失的比较案例研究

IF 4.6 3区 管理学 Q1 BUSINESS
Louise Tilbury, Ruth Sealy
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引用次数: 0

摘要

研究问题/议题 基于董事会社会认知过程的经典模型,我们考虑了男女董事在董事会中的行为。我们提出的问题是:"在有三名或三名以上女性的董事会中,性别是如何影响董事会进程的? 研究结果/见解 通过对三个董事会的观察和定性访谈进行比较案例研究,我们对 "临界数量的女性会带来有效的董事会程序 "这一假设提出了质疑。我们将女性支持性合作的需求重新解释为过程损失,其定义为阻碍团体充分发挥潜力的互动困难,揭示了女性非执行董事在整个议程中做出贡献的潜在障碍,尤其是在关键辩论期间。 理论/学术意义 临界质量理论忽视了性别与其他工作相关特征之间的重要相互作用,从而低估了董事会中的社会复杂性。在现有多样性类型学的基础上,我们认为董事会中的性别可以作为地位多样性(差异)、基于信息的多样性(多样性)和基于价值的多样性(分离)来运作。 实践者/政策影响 观察董事会会议的主席和董事会评估人员应警惕参与和合作模式,因为这表明女性董事参与讨论的机会受到限制,尤其是当女性被打断时。应定期审查董事会领导层的决策,以确保这些决策有助于提高董事会的效率,保持对任务的关注,而不是驾驭复杂的社会动态。
本文章由计算机程序翻译,如有差异,请以英文原文为准。

Seen and not heard: A comparative case study of women on boards and process loss beyond critical mass

Seen and not heard: A comparative case study of women on boards and process loss beyond critical mass

Research Question/Issue

Building on a classic model of socio-cognitive board processes, we consider the behaviors of men and women directors in boardrooms. We question whether having a critical mass of women on boards, defined as three or more women, removes barriers to women's participation in the boardroom, asking “How does gender influence board processes in boards with three or more women?”

Research Findings/Insights

Using a comparative case study of three boards through board observation and qualitative interviews, we question the assumption that a critical mass of women delivers effective board processes. We reinterpret the need for women to collaborate supportively as process loss, defined as interaction difficulties preventing groups reaching full potential, revealing potential barriers for women non-executive directors to contribute across the whole agenda, particularly during critical debates.

Theoretical/Academic Implications

Critical mass theory ignores important interactions between gender and other job-related characteristics to underestimate social complexity in the boardroom. Building on an existing typology of diversity, we suggest that gender in the boardroom can operate as status diversity (disparity), as well as information-based diversity (variety) and value-based diversity (separation).

Practitioner/Policy Implications

Chairs and board evaluators who observe board meetings should be vigilant for patterns of participation and collaboration that indicate that women directors are experiencing restricted access to discussion, in particular if women are interrupted. Board leadership decisions should be reviewed regularly to ensure they are supporting board effectiveness, maintaining focus on the task rather than navigating complex social dynamics.

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来源期刊
CiteScore
7.00
自引率
11.30%
发文量
79
期刊介绍: The mission of Corporate Governance: An International Review is to publish cutting-edge international business research on the phenomena of comparative corporate governance throughout the global economy. Our ultimate goal is a rigorous and relevant global theory of corporate governance. We define corporate governance broadly as the exercise of power over corporate entities so as to increase the value provided to the organization"s various stakeholders, as well as making those stakeholders accountable for acting responsibly with regard to the protection, generation, and distribution of wealth invested in the firm. Because of this broad conceptualization, a wide variety of academic disciplines can contribute to our understanding.
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