The Performance Impact of Gender Diversity in the Top Management Team and Board of Directors: A Multiteam Systems Approach

2021 ◽  
Author(s):  
Jie Wu ◽  
Orlando C. Richard ◽  
Mar ́ıa del Carmen Triana ◽  
Xinhe Zhang
Keyword(s):  
Board Of Directors ◽  
Systems Approach ◽  
Top Management Team ◽  
Gender Diversity ◽  
Management Team ◽  
Top Management ◽  
Performance Impact ◽  
Multiteam Systems

scholarly journals Does the Female Presence in Corporate Governance Influence the Level of Indebtedness in Agri-Food Family Firms?

Agriculture ◽  
2021 ◽  
Vol 11 (11) ◽  
pp. 1135
Author(s):  
Cristina Fenoy-Castaño ◽  
María J. Martínez-Romero ◽  
Rubén Martínez-Alonso
Keyword(s):  
Corporate Governance ◽  
Board Of Directors ◽  
Family Firms ◽  
Top Management Team ◽  
Gender Diversity ◽  
Management Team ◽  
Top Management ◽  
Governance Structures ◽  
Business World ◽  
Female Presence

Family firms form the backbone of most of the world’s economies. While the issues surrounding family firms are diverse, gender diversity and its impact on the strategic and financial decisions of such firms is a topic that has generated significant debate in recent years. In particular, one of the most crucial unresolved questions is whether or not increasing the female presence in the family firms’ corporate governance bodies would be beneficial for improving their internal functioning. To shed new light on these issues, our study aims to examine the influence of gender diversity on the level of indebtedness of Spanish agri-food family firms. Specifically, and applying a risk-aversion perspective, the research goal is to analyse whether the female presence in corporate governance structures (board of directors, top management team and general shareholders’ meeting) influences the level of firm indebtedness. To test the suggested relationships, ordinary least square regression models were applied to a sample of 137 firms. The final sample was obtained by combining quantitative data from the SABI database and qualitative data from a survey conducted by the Spanish Institute of Family Firms and the Spanish Network of Family Business Chairs. This study reveals an inverse relationship of female presence in the board of directors, in the top management team, and in the general shareholders’ meeting on the level of indebtedness of Spanish agri-food family firms. In other words, the findings show that female presence in corporate governance structures contributes to enhanced business management behaviour and, thus, to a better utilisation of firms’ financing strategies. The obtained results have very important practical and social implications, insofar as they contribute to the building of a more inclusive and sustainable business world, aimed at reducing gender inequality at top positions in firms.

scholarly journals MCCG 2012 versus MCCG 2017: Board Gender Diversity and Women CEO Issues within the Male-dominated Oil and Gas Industry

2019 ◽  
Vol 10 (2) ◽  
pp. 122
Author(s):  
Dayana Mastura Baharudin ◽  
Maran Marimuthu
Keyword(s):  
Oil And Gas ◽  
Top Management Team ◽  
Gender Diversity ◽  
Oil And Gas Industry ◽  
Management Team ◽  
Annual Reports ◽  
Top Management ◽  
Gas Industry ◽  
Board Gender Diversity ◽  
The Impact

Purpose – This study investigates the impact of the two main determinants of strengthening the Board and Top Management Team through gender diversity contrasting between the pre and post MCCG 2017 era.Design/methodology/approach – The study will employ the judgmental sampling method followed by descriptive statistics, regression analysis and quantitative content analysis derived from MCCG 2012 and MCCG 2017 as issued by the Malaysian Securities Commission together with prior research to analyse the annual reports in order to explore the reporting of gender diversity across the Board and Top Management Team.Originality/value – This study is a systematic review of prior recent research developments in the Malaysian Securities Commission’s MCCG 2012 and MCCG 2017. The Board of Directors and Top Management Team scoring index could also be applied to other PLCs within the ASEAN oil and gas industry.

Performance effects of top management team gender diversity during the merger and acquisition process

2015 ◽  
Vol 53 (1) ◽  
pp. 57-74 ◽  
Author(s):  
Heather R. Parola ◽  
Kimberly M. Ellis ◽  
Peggy Golden
Keyword(s):  
Top Management Team ◽  
Gender Diversity ◽  
Merger And Acquisition ◽  
Management Team ◽  
Top Management ◽  
Negative Effects ◽  
Content Type ◽  
Double Edge ◽  
Performance Effects ◽  
Double Edge Sword

Purpose – The purpose of this paper is to uncover the performance effects of top management team (TMT) gender diversity in the merger and acquisition (M&A) process. To do so, an integration of the upper echelons perspective and the M&A process literature is offered to consider the “double-edge sword” of gender diversity on both pre- and post-integration performance. Additionally, the boundary effects of acquirer experience on the TMT gender diversity-performance relationship is examined. Design/methodology/approach – The hypotheses are tested in a sample of 310 acquisitions by Fortune 1,000 companies. Multiple regression analysis is utilized to test the effects on the two different performance variables. Findings – The findings reveal that TMT gender diversity is beneficial to pre-integration performance, but hinders post-integration performance. Additionally, the findings provide evidence that acquirer experience can overcome the negative effects of gender diversity in post-integration performance. Originality/value – This study contributes to a better understanding of the double-edge sword of TMT gender diversity by providing evidence that performance implications depend on the performance variable of interest. Specifically in the M&A context, gender diversity has differing effects on pre- and post-integration performance.

The Value of a Legally Astute Top Management Team

2016 ◽  
Author(s):  
Constance E. Bagley
Keyword(s):  
Dynamic Capabilities ◽  
Systems Approach ◽  
Top Management Team ◽  
Capabilities Approach ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Relational Governance ◽  
Proactive Approach ◽  
Context Specific

This article describes the construct of “legal astuteness” and explains why it is a valuable dynamic capability. It also examines the systems approach to law and strategy, which embeds the top management team within the firm’s “ecosystem.” The discussion begins with an overview of the dynamic capabilities approach to competitive advantage and proceeds by identifying the requirements of legal astuteness: a set of value-laden attitudes about the importance of law and ethical behavior to firm success; a proactive approach to management, regulation, and risk; context-specific knowledge of the law and the appropriate use of legal tools; and strategically astute counsel. The article then explains how legally astute top management teams can augment contracts with relational governance; practice strategic compliance management; enhance, combine, protect, and reconfigure tangible and intangible assets; and manage human resources more effectively. Finally, it outlines degrees of legal astuteness.

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