scholarly journals Do Female Executives Make a Difference? The Impact of Female Leadership on Gender Gaps and Firm Performance

2014 ◽  
Author(s):  
Luca Flabbi ◽  
Mario Macis ◽  
Andrea Moro ◽  
Fabiano Schivardi
Keyword(s):  
Firm Performance ◽  
Female Leadership ◽  
Female Executives ◽  
Gender Gaps ◽  
The Impact

scholarly journals Do Female Executives Make a Difference? The Impact of Female Leadership on Gender Gaps and Firm Performance

2019 ◽  
Vol 129 (622) ◽  
pp. 2390-2423 ◽  
Author(s):  
Luca Flabbi ◽  
Mario Macis ◽  
Andrea Moro ◽  
Fabiano Schivardi
Keyword(s):  
Firm Performance ◽  
Fixed Effects ◽  
Negative Impact ◽  
Positive Impact ◽  
Female Leadership ◽  
Wage Distribution ◽  
Female Executives ◽  
Female Workers ◽  
Fixed Effects Regression ◽  
The Impact

Abstract We investigate the effects of female executives on gender-specific wage distributions and firm performance. Female leadership has a positive impact at the top of the female wage distribution and a negative impact at the bottom. The impact of female leadership on firm performance increases with the share of female workers. We account for the endogeneity induced by non-random executives’ gender by including firm fixed-effects, by generating controls from a two-way fixed-effects regression and by using instruments based on regional trends. The findings are consistent with a model of statistical discrimination in which female executives are better at interpreting signals of productivity from female workers. This suggests substantial costs of women under-representation among executives.

Does Gender in the C-Suite Really Matter?

2018 ◽  
Vol 36 (1) ◽  
pp. 81-107 ◽  
Author(s):  
Trang Doan ◽  
Mai Iskandar-Datta
Keyword(s):  
Firm Performance ◽  
Stock Price ◽  
Chief Financial Officer ◽  
Risk Averse ◽  
Female Executives ◽  
Working Capital Management ◽  
Price Response ◽  
The Impact ◽  
Low Uncertainty ◽  
Improve Operating

This study empirically tests the implications of five theories on the importance of gender in the C-suite, employing two different settings. Specifically, we examine the impact of gender of the Chief Financial Officer (CFO) on the stock price response at the appointment of the executive and on post-hiring firm performance. The results from both tests are in support of the notion that female executives are less overconfident, but not less risk-averse, than their male counterparts. Particularly, we find that investors respond relatively less (more) favorably to the appointment of female CFOs compared with that of male CFOs at firms characterized by high (low) uncertainty. Furthermore, the evidence also shows that female CFOs significantly improve operating performance at firms operating in low volatility settings. The enhanced firm performance can be attributed to reduction in costs and enhanced efficiency of working capital management. The findings are robust to a battery of robustness checks.

ICT SMEs, Performance, Absorptive Capacity and Transformative Capacity

2019 ◽  
Vol 118 (3) ◽  
pp. 178-188
Author(s):  
Yeon-Sung Cho ◽  
Kyung-Il Khoe
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Empirical Analysis ◽  
Absorptive Capacity ◽  
Latent Variables ◽  
Equation Modeling ◽  
Transformative Capacity ◽  
The Impact ◽  
The Empirical Analysis ◽  
Innovative Capacity

This study intends to integrate the relationship of market orientation, innovative capacity and firm performance to Information and Communication Technology(ICT) SMEs. The purpose of this study is to identify the role of absorptive capacity and transformative capacity that affect the performance of ICT SMEs. Hypotheses were established between five latent variables. A total of six hypotheses were established including the moderated effects of absorptive capacity and transformative capacity. Of the data collected after the survey, 112 valid surveys were selected as the final sample, except for 17 questionnaires with high non - response and insincere response. The empirical analysis of this study used smartpls3.0, Partial Least Squares (PLS), a variance-based structural equation modeling. The empirical analysis of this study revealed that the impact of market orientation on innovative capacity was significant. Moreover, the innovative capacity had a positive effect on the performance of ICT SMEs. In addition, the absorptive activity had a positive moderated effect between the market orientation and the innovative capacity. On the other hand, the transformative capacity showed a positive moderated effect in relation to innovative capacity and firm performance. Our empirical results have demonstrated the importance of knowledge based capacity in the ICT SMEs.

The nature of entrepreneurial orientation strength: the impact of shared values on firm performance

2021 ◽  
pp. 1-21
Author(s):  
Laurence G. Weinzimmer ◽  
Eric J. Michel ◽  
Jennifer Robin
Keyword(s):  
Firm Performance ◽  
Entrepreneurial Orientation ◽  
Convergent Validity ◽  
Field Studies ◽  
Theory And Practice ◽  
Interactive Effects ◽  
Revenue Growth ◽  
Entrepreneurship Theory ◽  
The Impact ◽  
Strong Culture

Abstract Drawing on Wales, Monsen, and McKelvie's (2011, Entrepreneurship Theory and Practice, 35(5), 895–923) model of entrepreneurial orientation pervasiveness and the strong culture hypothesis (Denison, 1984, Organization Dynamics, 13, 4–22), this study investigates how entrepreneurial orientation (EO) strength, defined as the level of agreement in the shared perceptions of EO, serves as a boundary condition of the EO–firm performance relationship. Four field studies provide evidence for a valid and reliable 10-item multidimensional measure of entrepreneurial orientation, the EO-10, which in turn, may be used to assess EO strength. We establish content and construct validity of the EO-10 (study 1; n = 447 employees), criterion-related validity with revenue growth and sales growth (study 2; n = 412 employees in 43 profit centers), and convergent validity with Covin and Slevin's (1989, Strategic Management Journal, 10, 75–87) 9-item measure (study 3; n = 291 employees). Finally, in study 4 (n = 853 employees nested in 22 organizations), we demonstrate the interactive effects of EO and EO strength on profit growth and revenue growth. In sum, this study provides conceptual and empirical evidence for the importance of EO strength as a moderator of the EO–firm performance relationship.

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