Skip to main content
Erschienen in: Journal of Business Ethics 2/2017

05.06.2015

Resistance to Change in the Corporate Elite: Female Directors’ Appointments onto Nordic Boards

verfasst von: Aleksandra Gregorič, Lars Oxelheim, Trond Randøy, Steen Thomsen

Erschienen in: Journal of Business Ethics | Ausgabe 2/2017

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Abstract

In this empirical study, we investigate the variation in firms’ response to institutional pressure for gender-balanced boards, focusing specifically on the preservation of prevailing practices of director selection and its impact on the representation of women on the board of directors. Using 8 years of data from publicly listed Nordic corporations, we show societal pressure to be one of the determinants of female directorship. Moreover, in some corporations, the director selection process may work to maintain “a traditional type of board”. In such boards, demographic diversity among male members appears to be associated with a lower share of female directors, although we cannot establish wether this reflects discrimination or a desire to maintain critical competencies. With this paper we add to the theoretical understanding of the factors underlying female board appointments by adopting an institutional theory lens to study female board representation. Viewing the demands for gender-balanced boards in terms of societal pressure for the de-institutionalization of the prevailing norms and practices, we highlight preferences for maintaining established practices as a potentially important barrier to institutional change. On these grounds, we conjecture on the relationship between the gender diversity of boards and other diversity dimensions. We suggest that a board room gender quota (if implemented) is supplemented by policies to ensure the transparency of board changes, in order to prevent the crowding out of other diversity dimensions.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Fußnoten
1
The terms old elite or traditional directors are used in this paper to label those directors who—in terms of age, nationality and gender—used to constitute the majority of the directors’ elite. The terms current or traditional practices are used to label the recruitment norms, criteria, and channels that are still widely used and generally associated with the traditional corporate elite.
 
2
Women currently represent around 40 % of the world’s labor force (World Bank 2015, http://​data.​worldbank.​org). However, in 2013, just 17.6 % of board seats in the largest publicly listed companies in the EU member states were held by women (European Parliament, News 18 November 2013).
 
3
Organizational institutionalism refers to the stream of studies applying the institutional lens to analyze why organizations behave as they do, and with what consequences (Greenwood et al. 2008, p. 1).
 
4
The terms organization, corporation, firm, and company are used interchangeably in this paper.
 
5
Other studies investigating organizational responses build on the research pioneered by Oliver. Among the empirical studies, Goodstein (1994) and Ingram and Simons (1995), for example, use this frame to analyze the variations in employers’ involvement in work-family issues. Julian et al. (2008) test and expand the framework by introducing internal actors’ perceptions of the urgency and manageability of the required change. Okhmatovskiy and David (2011) analyze firm responses to newly adopted corporate governance standards in Russia. Greenwood and Hinings (1996), Greenwood et al. (2011), and (Pache and Santos 2010) are examples of theoretical advancements of this framework.
 
6
In June 2003, after a period of intense public debate, the Norwegian government issued a voluntary recommendation, according to which a minimum 40 percent representation of each gender on the boards of limited liability companies was supposed to be ensured. However, many firms did not comply voluntarily with the assigned two-year period. Consequently, the quota law became effective in January 2006, giving the companies only 2 years to meet the new requirements. The fact that the Norwegian government was forced to resort to a quota law to increase female representation further indicates that corporations were skeptical about the effects of the recommended changes.
 
7
We allow for both shareholders’ and the current board members’ preferences to play a role in the selection of female directors. In the Nordic countries, the shareholders not only formally appoint directors but also play a bigger role in the selection process and—when holding a large ownership share—they themselves hold a board seat. Past studies, however, show that the nomination committee often proposes prospective candidates based on recommendations by current board members or by executive search firms that tend to follow the directors’ preferences (Johnson et al. 2011; Stafsudd 2006). Anecdotal evidence and case-based evidence from Nordic firms similarly suggest that the decision to search for a female candidate is often initiated by the board.
 
8
Prior studies (e.g., Covaleski and Dirsmith 1988) support the relevance of the fit between the existing norms and practices, showing how an organization’s established practice dissolves or changes once its objectives change and become inconsistent with the organizational objectives and processes.
 
9
Women reportedly encounter barriers to building professional relationships with the male members of the corporate elite, and to moving up the organizational hierarchy (e.g., Farrell and Hersch 2005; Waldstrøm and Madsen 2007).
 
10
The members with diverse backgrounds and experiences have different interpretive frameworks (e.g., Oliver 1992; Pelled et al. 1999), and will therefore be more likely to join women in questioning taken-for-granted practices.
 
12
The Norwegian quota, for example, states the criteria separately for the shareholder and employee-elected directors. For shareholder-elected directors, it requires the following: on boards with two or three members, both genders are to be represented; on boards with four or five members, each gender is to be represented by at least two members; on boards with six to eight members, each gender is to be represented by at least three members; on boards with nine members, each gender is to be represented by at least four members; on boards with more than nine members, at least a 40 % representation of each gender is required. Different rules apply to employee-elected directors. In cases where two or more employee representatives are to be elected, both genders must be represented. This rule, however, does not apply in companies where a gender represents less than 20 % of the total number of employees at the time of the election.
 
13
This categorization is not exhaustive in the sense that it does not consider all the attributes that are distinctive of the corporate elite. For example, we do not consider directors’ experience and education. However, the directors’ experience, in particular, may be partly captured by other variables since it is likely to be associated with age (e.g., Hillman et al. 2002) and residence abroad.
 
14
Given the high share of women among the labor force currently, the supply of female candidates and the benefits of their representation are likely than in the case of shareholder-elected members. In fact, from the beginning of our sample period, the share of women among the employee-elected directors has been relatively high (around 20 %) and it has not changed substantially over the observation period.
 
15
The coefficient for the variable Capital cannot be estimated in the specifications with firm fixed effects since the value of this variable does not vary in time.
 
16
The estimates for the industry dummies are not reported for reasons of space.
 
Literatur
Zurück zum Zitat Adams, R. B., & Ferreira, D. (2009). Women in the boardroom and their impact on governance and performance. Journal of Financial Economics, 94, 291–309.CrossRef Adams, R. B., & Ferreira, D. (2009). Women in the boardroom and their impact on governance and performance. Journal of Financial Economics, 94, 291–309.CrossRef
Zurück zum Zitat Ahern, K. R., & Dittmar, A. K. (2012). The changing of the boards: The impact on firm valuation of mandated female board representation. Quarterly Journal of Economics, 127, 137–197.CrossRef Ahern, K. R., & Dittmar, A. K. (2012). The changing of the boards: The impact on firm valuation of mandated female board representation. Quarterly Journal of Economics, 127, 137–197.CrossRef
Zurück zum Zitat Astley, W. G., & Van den Ven, A. H. (1983). Central perspectives and debates in organizational theory. Administrative Science Quarterly, 28, 245–273.CrossRef Astley, W. G., & Van den Ven, A. H. (1983). Central perspectives and debates in organizational theory. Administrative Science Quarterly, 28, 245–273.CrossRef
Zurück zum Zitat Bøhren, Ø. & Staubo, S. (2014). Does mandatory gender balance work? Changing organizational form to avoid board upheaval. Journal of Corporate Finance, 28, 152–168. Bøhren, Ø. & Staubo, S. (2014). Does mandatory gender balance work? Changing organizational form to avoid board upheaval. Journal of Corporate Finance, 28, 152–168.
Zurück zum Zitat Bøhren, O., & Strøm, Ø. (2010). Governance and politics: Regulating independence and diversity in the board room. Journal of Business Finance & Accounting, 37, 1281–1308.CrossRef Bøhren, O., & Strøm, Ø. (2010). Governance and politics: Regulating independence and diversity in the board room. Journal of Business Finance & Accounting, 37, 1281–1308.CrossRef
Zurück zum Zitat Brammer, S. S., & Millington, A. (2006). Firm size, organizational visibility and corporate philanthropy: An empirical analysis. Business Ethics: A European Review, 15, 6–18.CrossRef Brammer, S. S., & Millington, A. (2006). Firm size, organizational visibility and corporate philanthropy: An empirical analysis. Business Ethics: A European Review, 15, 6–18.CrossRef
Zurück zum Zitat Carroll, W. K., & Fennema, M. (2002). Problems in the study of transnational business community. International Sociology, 19, 369–378.CrossRef Carroll, W. K., & Fennema, M. (2002). Problems in the study of transnational business community. International Sociology, 19, 369–378.CrossRef
Zurück zum Zitat Child, J. (1972). Organization structure, environment and performance: The role of strategic choice. Sociology, 6, 1–22. Child, J. (1972). Organization structure, environment and performance: The role of strategic choice. Sociology, 6, 1–22.
Zurück zum Zitat Clemens, B. W., & Douglas, T. J. (2005). Understanding strategic responses to institutional pressures. Journal of Business Research, 58, 1205–1213. Clemens, B. W., & Douglas, T. J. (2005). Understanding strategic responses to institutional pressures. Journal of Business Research, 58, 1205–1213.
Zurück zum Zitat Coles, J. L., Naveen, D. D., & Naveen, L. (2008). Boards: Does one size fit all? Journal of Financial Economics, 87, 329–356.CrossRef Coles, J. L., Naveen, D. D., & Naveen, L. (2008). Boards: Does one size fit all? Journal of Financial Economics, 87, 329–356.CrossRef
Zurück zum Zitat Covaleski, M. A., & Dirsmith, M. W. (1988). An institutional perspective on the rise, social transformation, and fall of a university budget category. Administrative Science Quarterly, 33, 562–587.CrossRef Covaleski, M. A., & Dirsmith, M. W. (1988). An institutional perspective on the rise, social transformation, and fall of a university budget category. Administrative Science Quarterly, 33, 562–587.CrossRef
Zurück zum Zitat DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147–160.CrossRef DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147–160.CrossRef
Zurück zum Zitat Dobin, F., & Jung, J. (2011). Corporate board gender diversity and stock performance: The competence gap or institutional investor bias? North Carolina Law Review, 89, 809–838. Dobin, F., & Jung, J. (2011). Corporate board gender diversity and stock performance: The competence gap or institutional investor bias? North Carolina Law Review, 89, 809–838.
Zurück zum Zitat Economist. (2010). Skirting the issue: Imposing quotas for women in boardrooms tackles a symptom of discrimination, not the cause. March 11th, print edition. Economist. (2010). Skirting the issue: Imposing quotas for women in boardrooms tackles a symptom of discrimination, not the cause. March 11th, print edition.
Zurück zum Zitat Fanto, J. A., Solan, L. M., & Darley, J. M. (2011). Justifying board diversity. North Carolina Law Review, 89, 901–936. Fanto, J. A., Solan, L. M., & Darley, J. M. (2011). Justifying board diversity. North Carolina Law Review, 89, 901–936.
Zurück zum Zitat Farrell, K. A., & Hersch, P. L. (2005). Additions to corporate boards: The effect of gender. Journal of Corporate Finance, 11, 85–106.CrossRef Farrell, K. A., & Hersch, P. L. (2005). Additions to corporate boards: The effect of gender. Journal of Corporate Finance, 11, 85–106.CrossRef
Zurück zum Zitat Feld, S. L. (1982). Social structural determinants of similarity among associates. American Sociological Review, 47, 797–801.CrossRef Feld, S. L. (1982). Social structural determinants of similarity among associates. American Sociological Review, 47, 797–801.CrossRef
Zurück zum Zitat Filatotchev, I., Toms, S., & Wright, M. (2006). The firm’s strategic dynamics and corporate life-cycle. International Journal of Managerial Finance, 2, 259–279.CrossRef Filatotchev, I., Toms, S., & Wright, M. (2006). The firm’s strategic dynamics and corporate life-cycle. International Journal of Managerial Finance, 2, 259–279.CrossRef
Zurück zum Zitat Fligstein, N. (1985). The spread of the multidivisional form among large firms, 1919–1979. American Sociological Review, 50, 377–391.CrossRef Fligstein, N. (1985). The spread of the multidivisional form among large firms, 1919–1979. American Sociological Review, 50, 377–391.CrossRef
Zurück zum Zitat Forbes, D. P., & Milliken, F. J. (1999). Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24, 489–505. Forbes, D. P., & Milliken, F. J. (1999). Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24, 489–505.
Zurück zum Zitat Goodstein, J. D. (1994). Institutional pressures and strategic responsiveness: Employer involvement in work–family issues. Academy of Management Journal, 37, 350–382.CrossRef Goodstein, J. D. (1994). Institutional pressures and strategic responsiveness: Employer involvement in work–family issues. Academy of Management Journal, 37, 350–382.CrossRef
Zurück zum Zitat Greenwood, R., & Hinings, C. R. (1996). Understanding radical organizational change: Bringing together the old and the new institutionalism. Academy of Management Review, 21, 1022–1054. Greenwood, R., & Hinings, C. R. (1996). Understanding radical organizational change: Bringing together the old and the new institutionalism. Academy of Management Review, 21, 1022–1054.
Zurück zum Zitat Greenwood, R., Oliver, C., Suddaby, R., & Sahlin, K. (2008). Introduction. In R. Greenwood, C. Oliver, R. Suddaby, & K. Sahlin (Eds.), Organizational institutionalism (pp. 1–46). London: Sage.CrossRef Greenwood, R., Oliver, C., Suddaby, R., & Sahlin, K. (2008). Introduction. In R. Greenwood, C. Oliver, R. Suddaby, & K. Sahlin (Eds.), Organizational institutionalism (pp. 1–46). London: Sage.CrossRef
Zurück zum Zitat Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Loundsbury, M. (2011). Institutional complexity and organizational responses. The Academy of Management Annals, 5, 317–371.CrossRef Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Loundsbury, M. (2011). Institutional complexity and organizational responses. The Academy of Management Annals, 5, 317–371.CrossRef
Zurück zum Zitat Heemskerk, E. M. (2011). The social field of the European corporate elite: A network analysis of interlocking directorates among Europe’s largest corporate boards. Global Networks, 11, 440–460.CrossRef Heemskerk, E. M. (2011). The social field of the European corporate elite: A network analysis of interlocking directorates among Europe’s largest corporate boards. Global Networks, 11, 440–460.CrossRef
Zurück zum Zitat Hillman, A. J., Cannella, A. A., & Harris, I. C. (2002). Women and racial minorities in the boardroom: How do directors differ? Journal of Management, 28, 747–763.CrossRef Hillman, A. J., Cannella, A. A., & Harris, I. C. (2002). Women and racial minorities in the boardroom: How do directors differ? Journal of Management, 28, 747–763.CrossRef
Zurück zum Zitat Hillman, A. J., Shropshire, C., & Cannella, A. A. (2007). Organizational predictors of women on corporate boards. Academy of Management Journal, 50, 941–952.CrossRef Hillman, A. J., Shropshire, C., & Cannella, A. A. (2007). Organizational predictors of women on corporate boards. Academy of Management Journal, 50, 941–952.CrossRef
Zurück zum Zitat Ingram, P., & Simons, T. (1995). Institutional and resource dependence determinants of responsiveness to work–family issues. Academy of Management Journal, 38, 1466–1482.CrossRef Ingram, P., & Simons, T. (1995). Institutional and resource dependence determinants of responsiveness to work–family issues. Academy of Management Journal, 38, 1466–1482.CrossRef
Zurück zum Zitat Jackson, S. E., May, K. E., & Whitney, K. (1995). Understanding the dynamics of diversity in decision-making teams. In R. A. Guzzo, E. Salas, et al. (Eds.), Team effectiveness and decision making in organizations (pp. 204–261). San Francisco: Jossey-Bass. Jackson, S. E., May, K. E., & Whitney, K. (1995). Understanding the dynamics of diversity in decision-making teams. In R. A. Guzzo, E. Salas, et al. (Eds.), Team effectiveness and decision making in organizations (pp. 204–261). San Francisco: Jossey-Bass.
Zurück zum Zitat Johnson, S., Schnatterly, K., Bolton, J. F., & Tugle, C. S. (2011). Antecedents of new director social capital. Journal of Management Studies, 48, 1781–1803.CrossRef Johnson, S., Schnatterly, K., Bolton, J. F., & Tugle, C. S. (2011). Antecedents of new director social capital. Journal of Management Studies, 48, 1781–1803.CrossRef
Zurück zum Zitat Julian, S. D., Ofori-Dankwa, J. C., & Justis, R. T. (2008). Understanding strategic responses to interest group pressures. Strategic Management Journal, 29, 948–963. Julian, S. D., Ofori-Dankwa, J. C., & Justis, R. T. (2008). Understanding strategic responses to interest group pressures. Strategic Management Journal, 29, 948–963.
Zurück zum Zitat Kanter, R. M. (1977). Men and women of the corporation. Numbers: Minorities and majorities. In R. M. Kanter (Ed.), Men and women of the corporation. New York: Basic Books. Kanter, R. M. (1977). Men and women of the corporation. Numbers: Minorities and majorities. In R. M. Kanter (Ed.), Men and women of the corporation. New York: Basic Books.
Zurück zum Zitat Kearney, E., Gebert, D., & Voelpel, S. C. (2009). When and how diversity benefits teams: The importance of team members’ need for cognition. Academy of Management Journal, 52, 581–598.CrossRef Kearney, E., Gebert, D., & Voelpel, S. C. (2009). When and how diversity benefits teams: The importance of team members’ need for cognition. Academy of Management Journal, 52, 581–598.CrossRef
Zurück zum Zitat Lau, D. C., & Murnighan, J. K. (1998). Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23, 325–340. Lau, D. C., & Murnighan, J. K. (1998). Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23, 325–340.
Zurück zum Zitat Leblebici, H., Salancik, G., Copay, A., & King, T. (1991). Institutional change and the transformation of the U.S. radio broadcast industry. Administrative Science Quarterly, 36, 333–363.CrossRef Leblebici, H., Salancik, G., Copay, A., & King, T. (1991). Institutional change and the transformation of the U.S. radio broadcast industry. Administrative Science Quarterly, 36, 333–363.CrossRef
Zurück zum Zitat Masulis, R., Wang, C., & Xie, F. (2012). Globalizing the boardroom—The effects of foreign directors on corporate governance and firm performance. Journal of Accounting and Economics, 53, 527–554.CrossRef Masulis, R., Wang, C., & Xie, F. (2012). Globalizing the boardroom—The effects of foreign directors on corporate governance and firm performance. Journal of Accounting and Economics, 53, 527–554.CrossRef
Zurück zum Zitat Matsa, D., & Miller, A. (2011). Chipping away at the glass ceiling: Gender spillovers in corporate leadership. American Economic Review, 101, 635–639.CrossRef Matsa, D., & Miller, A. (2011). Chipping away at the glass ceiling: Gender spillovers in corporate leadership. American Economic Review, 101, 635–639.CrossRef
Zurück zum Zitat Meyer, J. W., & Rowan, B. (1977). Institutional organizations: formal structure as myth and ceremony. American Journal of Sociology, 83, 340–363.CrossRef Meyer, J. W., & Rowan, B. (1977). Institutional organizations: formal structure as myth and ceremony. American Journal of Sociology, 83, 340–363.CrossRef
Zurück zum Zitat Nielsen, S., & Huse, M. (2010). The contribution of women on boards of directors: Going beyond the surface. Corporate Governance: International Review, 18, 136–148.CrossRef Nielsen, S., & Huse, M. (2010). The contribution of women on boards of directors: Going beyond the surface. Corporate Governance: International Review, 18, 136–148.CrossRef
Zurück zum Zitat Okhmatovskiy, I., & David, R. J. (2011). Setting your own standards: Internal corporate governance codes as a response to institutional pressure. Organization Science, 23, 155–176.CrossRef Okhmatovskiy, I., & David, R. J. (2011). Setting your own standards: Internal corporate governance codes as a response to institutional pressure. Organization Science, 23, 155–176.CrossRef
Zurück zum Zitat Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16, 145–179.CrossRef Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16, 145–179.CrossRef
Zurück zum Zitat Oliver, C. (1992). The antecedents of deinstitutionalization. Organization Studies, 13, 563–588.CrossRef Oliver, C. (1992). The antecedents of deinstitutionalization. Organization Studies, 13, 563–588.CrossRef
Zurück zum Zitat Oxelheim, L., Gregoric, A., Randøy, T., & Thomsen, S. (2013). On the internationalization of corporate boards—The case of Nordic firms. Journal of International Business Studies, 44, 173–194.CrossRef Oxelheim, L., Gregoric, A., Randøy, T., & Thomsen, S. (2013). On the internationalization of corporate boards—The case of Nordic firms. Journal of International Business Studies, 44, 173–194.CrossRef
Zurück zum Zitat Pache, A. C., & Santos, F. (2010). When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, 35, 455–476.CrossRef Pache, A. C., & Santos, F. (2010). When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, 35, 455–476.CrossRef
Zurück zum Zitat Pelled, L. H., Eisenhardt, K. M., & Xin, K. R. (1999). Exploring the black box: An analysis of work group diversity, conflict and performance. Administrative Science Quarterly, 44, 1–28.CrossRef Pelled, L. H., Eisenhardt, K. M., & Xin, K. R. (1999). Exploring the black box: An analysis of work group diversity, conflict and performance. Administrative Science Quarterly, 44, 1–28.CrossRef
Zurück zum Zitat Rhodes, M., & Van Apeldoorn, B. (1998). Capital unbound? The transformation of European corporate governance. Journal of European Public Policy, 5, 406–427.CrossRef Rhodes, M., & Van Apeldoorn, B. (1998). Capital unbound? The transformation of European corporate governance. Journal of European Public Policy, 5, 406–427.CrossRef
Zurück zum Zitat Scott, W. R. (2013). Institutions and organizations: Ideas, interests and identities (4th ed.). Thousand Oaks, CA: Sage. Scott, W. R. (2013). Institutions and organizations: Ideas, interests and identities (4th ed.). Thousand Oaks, CA: Sage.
Zurück zum Zitat Stafsudd, A. (2006). People are strange when you’re a stranger: Senior executives select similar successors. European Management Review, 3, 177–189.CrossRef Stafsudd, A. (2006). People are strange when you’re a stranger: Senior executives select similar successors. European Management Review, 3, 177–189.CrossRef
Zurück zum Zitat Terjesen, S., Sealy, R., & Singh, V. (2009). Women directors on corporate boards: A review and research agenda. Corporate Governance: International Review, 17, 320–337.CrossRef Terjesen, S., Sealy, R., & Singh, V. (2009). Women directors on corporate boards: A review and research agenda. Corporate Governance: International Review, 17, 320–337.CrossRef
Zurück zum Zitat Tolbert, P. S., & Zucker, L. G. (1983). Institutional sources of change in the formal structure of organizations: The diffusion of civil service reforms, 1880–1935. Administrative Science Quarterly, 23, 22–39.CrossRef Tolbert, P. S., & Zucker, L. G. (1983). Institutional sources of change in the formal structure of organizations: The diffusion of civil service reforms, 1880–1935. Administrative Science Quarterly, 23, 22–39.CrossRef
Zurück zum Zitat Udayasankar, K. (2008). Corporate social responsibility and firm size. Journal of Business Ethics, 83, 167–175.CrossRef Udayasankar, K. (2008). Corporate social responsibility and firm size. Journal of Business Ethics, 83, 167–175.CrossRef
Zurück zum Zitat Useem, M., & Karabel, J. (1986). Pathways to top corporate management. American Sociological Review, 51, 184–200.CrossRef Useem, M., & Karabel, J. (1986). Pathways to top corporate management. American Sociological Review, 51, 184–200.CrossRef
Zurück zum Zitat Waldstrøm, C., & Madsen, H. (2007). Social relations among managers: Old boys’ and young women’s networks. Women in Management Review, 22, 136–147.CrossRef Waldstrøm, C., & Madsen, H. (2007). Social relations among managers: Old boys’ and young women’s networks. Women in Management Review, 22, 136–147.CrossRef
Zurück zum Zitat Westphal, J. D., & Khanna, P. (2003). Keeping directors in line: Social distancing as a control mechanism in the corporate elite. Administrative Science Quarterly, 48, 351–398.CrossRef Westphal, J. D., & Khanna, P. (2003). Keeping directors in line: Social distancing as a control mechanism in the corporate elite. Administrative Science Quarterly, 48, 351–398.CrossRef
Zurück zum Zitat Westphal, J. D., & Milton, L. P. (2000). How experience and network ties affect the influence of demographic minorities on corporate boards. Administrative Science Quarterly, 45, 366–398.CrossRef Westphal, J. D., & Milton, L. P. (2000). How experience and network ties affect the influence of demographic minorities on corporate boards. Administrative Science Quarterly, 45, 366–398.CrossRef
Zurück zum Zitat Westphal, J. D., & Stern, I. (2006). The other pathway to the boardroom: Interpersonal influence behavior as a substitute for elite credentials and majority status in obtaining board appointments. Administrative Science Quarterly, 51, 169–204.CrossRef Westphal, J. D., & Stern, I. (2006). The other pathway to the boardroom: Interpersonal influence behavior as a substitute for elite credentials and majority status in obtaining board appointments. Administrative Science Quarterly, 51, 169–204.CrossRef
Zurück zum Zitat Westphal, J. D., & Zajac, E. J. (1995). Who shall govern? CEO/board power, demographic similarity, and new director selection. Administrative Science Quarterly, 40, 60–83.CrossRef Westphal, J. D., & Zajac, E. J. (1995). Who shall govern? CEO/board power, demographic similarity, and new director selection. Administrative Science Quarterly, 40, 60–83.CrossRef
Zurück zum Zitat Withers, M. C., Hillman, A. J., & Cannella, A. C. (2012). A multidisciplinary review of the director selection literature. Journal of Management, 38, 243–277.CrossRef Withers, M. C., Hillman, A. J., & Cannella, A. C. (2012). A multidisciplinary review of the director selection literature. Journal of Management, 38, 243–277.CrossRef
Zurück zum Zitat Woidtke, T. (2002). Agents watching agents? Evidence from pension fund ownership and firm value. Journal of Financial Economics, 63(1), 99–131.CrossRef Woidtke, T. (2002). Agents watching agents? Evidence from pension fund ownership and firm value. Journal of Financial Economics, 63(1), 99–131.CrossRef
Zurück zum Zitat Zucker, L. G. (1987). Institutional theories of organization. Annual Review of Sociology, 13, 443–464.CrossRef Zucker, L. G. (1987). Institutional theories of organization. Annual Review of Sociology, 13, 443–464.CrossRef
Metadaten
Titel
Resistance to Change in the Corporate Elite: Female Directors’ Appointments onto Nordic Boards
verfasst von
Aleksandra Gregorič
Lars Oxelheim
Trond Randøy
Steen Thomsen
Publikationsdatum
05.06.2015
Verlag
Springer Netherlands
Erschienen in
Journal of Business Ethics / Ausgabe 2/2017
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI
https://doi.org/10.1007/s10551-015-2703-4

Weitere Artikel der Ausgabe 2/2017

Journal of Business Ethics 2/2017 Zur Ausgabe

Premium Partner