Appointing Women to Boards: Is There a Cultural Bias?

Companies that are serious about corporate governance and business ethics are turning their attention to gender diversity at the most senior levels of business (Institute of Business Ethics, Business Ethics Briefing 21:1, 2011). Board gender diversity has been the subject of several studies carried...

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Autores: Carrasco Gallego, Amalia, Francoeur, Claude, Labelle, Réal, Laffarga Briones, Joaquina, Ruiz Barbadillo, Emiliano
Tipo de recurso: artículo
Estado:Versión aceptada para publicación
Fecha de publicación:2015
País:España
Institución:Universidad de Sevilla (US)
Repositorio:idUS. Depósito de Investigación de la Universidad de Sevilla
OAI Identifier:oai:idus.us.es:11441/78321
Acceso en línea:https://hdl.handle.net/11441/78321
https://doi.org/10.1007/s10551-014-2166-z
Access Level:acceso abierto
Palabra clave:Culture Board of directors
Gender
Gender diversity
Diversity Cross-country
Corporate governance
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spelling Appointing Women to Boards: Is There a Cultural Bias?Carrasco Gallego, AmaliaFrancoeur, ClaudeLabelle, RéalLaffarga Briones, JoaquinaRuiz Barbadillo, EmilianoCulture Board of directorsGenderGender diversityDiversity Cross-countryCorporate governanceCompanies that are serious about corporate governance and business ethics are turning their attention to gender diversity at the most senior levels of business (Institute of Business Ethics, Business Ethics Briefing 21:1, 2011). Board gender diversity has been the subject of several studies carried out by international organizations such as Catalyst (Increasing gender diversity on boards: Current index of formal approaches, 2012), the World Economic Forum (Hausmann et al., The global gender gap report, 2010), and the European Board Diversity Analysis (Is it getting easier to find women on European boards? 2010). They all lead to reports confirming the overall relatively low proportion of women on boards and the slow pace at which more women are being appointed. Furthermore, the proportion of women on corporate boards varies much across countries. Based on institutional theory, this study hypothesizes and tests whether this variation can be attributed to differences in cultural settings across countries. Our analysis of the representation of women on boards for 32 countries during 2010 reveals that two cultural characteristics are indeed associated with the observed differences. We use the cultural dimensions proposed by Hofstede (Culture’s consequences: International differences in work-related values, 1980) to measure this construct. Results show that countries which have the greatest tolerance for inequalities in the distribution of power and those that tend to value the role of men generally exhibit lower representations of women on boards.SpringerContabilidad y Economía Financiera2015info:eu-repo/semantics/articleinfo:eu-repo/semantics/acceptedVersionapplication/pdfapplication/pdfhttps://hdl.handle.net/11441/78321https://doi.org/10.1007/s10551-014-2166-zreponame:idUS. Depósito de Investigación de la Universidad de Sevillainstname:Universidad de Sevilla (US)InglésJournal of Business Ethics, 129 (2), 429-444.https://link--springer--com.us.debiblio.com/article/10.1007/s10551-014-2166-zinfo:eu-repo/semantics/openAccessoai:idus.us.es:11441/783212026-06-17T12:51:07Z
dc.title.none.fl_str_mv Appointing Women to Boards: Is There a Cultural Bias?
title Appointing Women to Boards: Is There a Cultural Bias?
spellingShingle Appointing Women to Boards: Is There a Cultural Bias?
Carrasco Gallego, Amalia
Culture Board of directors
Gender
Gender diversity
Diversity Cross-country
Corporate governance
title_short Appointing Women to Boards: Is There a Cultural Bias?
title_full Appointing Women to Boards: Is There a Cultural Bias?
title_fullStr Appointing Women to Boards: Is There a Cultural Bias?
title_full_unstemmed Appointing Women to Boards: Is There a Cultural Bias?
title_sort Appointing Women to Boards: Is There a Cultural Bias?
dc.creator.none.fl_str_mv Carrasco Gallego, Amalia
Francoeur, Claude
Labelle, Réal
Laffarga Briones, Joaquina
Ruiz Barbadillo, Emiliano
author Carrasco Gallego, Amalia
author_facet Carrasco Gallego, Amalia
Francoeur, Claude
Labelle, Réal
Laffarga Briones, Joaquina
Ruiz Barbadillo, Emiliano
author_role author
author2 Francoeur, Claude
Labelle, Réal
Laffarga Briones, Joaquina
Ruiz Barbadillo, Emiliano
author2_role author
author
author
author
dc.contributor.none.fl_str_mv Contabilidad y Economía Financiera
dc.subject.none.fl_str_mv Culture Board of directors
Gender
Gender diversity
Diversity Cross-country
Corporate governance
topic Culture Board of directors
Gender
Gender diversity
Diversity Cross-country
Corporate governance
description Companies that are serious about corporate governance and business ethics are turning their attention to gender diversity at the most senior levels of business (Institute of Business Ethics, Business Ethics Briefing 21:1, 2011). Board gender diversity has been the subject of several studies carried out by international organizations such as Catalyst (Increasing gender diversity on boards: Current index of formal approaches, 2012), the World Economic Forum (Hausmann et al., The global gender gap report, 2010), and the European Board Diversity Analysis (Is it getting easier to find women on European boards? 2010). They all lead to reports confirming the overall relatively low proportion of women on boards and the slow pace at which more women are being appointed. Furthermore, the proportion of women on corporate boards varies much across countries. Based on institutional theory, this study hypothesizes and tests whether this variation can be attributed to differences in cultural settings across countries. Our analysis of the representation of women on boards for 32 countries during 2010 reveals that two cultural characteristics are indeed associated with the observed differences. We use the cultural dimensions proposed by Hofstede (Culture’s consequences: International differences in work-related values, 1980) to measure this construct. Results show that countries which have the greatest tolerance for inequalities in the distribution of power and those that tend to value the role of men generally exhibit lower representations of women on boards.
publishDate 2015
dc.date.none.fl_str_mv 2015
dc.type.none.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/acceptedVersion
format article
status_str acceptedVersion
dc.identifier.none.fl_str_mv https://hdl.handle.net/11441/78321
https://doi.org/10.1007/s10551-014-2166-z
url https://hdl.handle.net/11441/78321
https://doi.org/10.1007/s10551-014-2166-z
dc.language.none.fl_str_mv Inglés
language_invalid_str_mv Inglés
dc.relation.none.fl_str_mv Journal of Business Ethics, 129 (2), 429-444.
https://link--springer--com.us.debiblio.com/article/10.1007/s10551-014-2166-z
dc.rights.none.fl_str_mv info:eu-repo/semantics/openAccess
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
application/pdf
dc.publisher.none.fl_str_mv Springer
publisher.none.fl_str_mv Springer
dc.source.none.fl_str_mv reponame:idUS. Depósito de Investigación de la Universidad de Sevilla
instname:Universidad de Sevilla (US)
instname_str Universidad de Sevilla (US)
reponame_str idUS. Depósito de Investigación de la Universidad de Sevilla
collection idUS. Depósito de Investigación de la Universidad de Sevilla
repository.name.fl_str_mv
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