article

The Double-Edged Nature of Board Gender Diversity: Diversity, Firm Performance, and the Power of Women Directors as Predictors of Strategic Change

Authors:

María del Carmen Triana,

Toyah L. Miller,

Tiffany M. TrzebiatowskiAuthors Info & Claims

Organization Science, Volume 25, Issue 2

Pages 609 - 632

https://doi.org/10.1287/orsc.2013.0842

Published: 01 April 2014 Publication History

Abstract

Diverse boards have been seen as providing impetus for initiating change. However, diversity may introduce conflict and impede decision making, which could hinder the ability of the firm to make strategic change, especially in times when firm performance is low. Integrating threat-rigidity theory and team diversity research, we examine how board gender diversity, firm performance, and the power of women directors interact to influence the amount of strategic change. Results support a three-way interaction, indicating that when the board is not experiencing a threat as a result of low firm performance and women directors have greater power, the relationship between board gender diversity and amount of strategic change is the most positive. However, when the board is threatened by low firm performance and women directors have greater power, the relationship between board gender diversity and amount of strategic change is the most negative. Results suggest that diversity is double-edged because it can propel or impede strategic change depending on firm performance and the power of women directors.

References

[1]

Adams RB, Ferreira D (2009) Women in the boardroom and their impact on governance and performance. J. Financial Econom. 94(2):291-309.

[2]

Aiken LS, West SG (1991) Multiple Regression: Testing and Interpreting Interactions (Sage, Newbury Park, CA).

[3]

Amason AC (1996) Distinguishing the effects of functional and dysfunctional conflict on strategic decision making. Acad. Management J. 39(1):123-148.

[4]

Amason AC, Sapienza HJ (1997) The effects of top management team size and interaction norms on cognitive and affective conflict. J. Management 23(4):495-516.

[5]

Ansoff HI (1965) Corporate Strategy (McGraw-Hill, New York). Bantel KA, Jackson SE (1989) Top management and innovations in banking: Does the composition of the top team make a difference? Strategic Management J. 10(S1):107-112.

[6]

Barkema HG, Vermeulen F (1998) International expansion through start-up or acquisition: A learning perspective. Acad. Management J. 41(1):7-26.

[7]

Barker VL, Duhaime IM (1998) Strategic change in the turnaround process: Theory and empirical evidence. Strategic Management J. 18(1):13-38.

[8]

Barr PS, Stimpert JL, Huff AS (1992) Cognitive change, strategic action, and organizational renewal. Strategic Management J. 13(S1):15-36.

[9]

Baysinger BD, Kosnik RD, Turk TA (1991) Effects of board and ownership structure on corporate R&D strategy. Acad. Management J. 34(1):205-214.

[10]

Benokraitis NV, Feagin JR (1995) Modern Sexism: Blatant, Subtle, and Covert Discrimination, 2nd ed. (Prentice-Hall, Englewood Cliffs, NJ).

[11]

Berger J, Cohen BR, Zelditch M (1972) Status characteristics and social interaction. Amer. Sociol. Rev. 37(3):241-255.

[12]

Bilimoria D, Wheeler JV (2000) Women corporate directors: Current research and future directions. Burke RJ, Mattis M, eds. Women in Management: Current Research Issues (Sage, London), 138-163.

[13]

Blackler F, McDonald S (2000) Power, mastery, and organizational learning. J. Management Stud. 37(6):833-851.

[14]

Blau PM (1977) Inequality and Heterogeneity (Free Press, Glencoe, IL).

[15]

Boeker W (1997) Executive migration and strategic change: The effect of top manager movement on product-market entry. Admin. Sci. Quart. 42(2):213-237.

[16]

Bonner BL, Baumann MR, Dalal RS (2002) The effects of member expertise on group decision-making and performance. Organ. Behav. Human Decision Processes 88(2):719-736.

[17]

Boyd BK, Gove S, Hitt MA (2005) Construct measurement in strategic management research: Illusion or reality? Strategic Management J. 26(3):239-257.

[18]

Braiotta L, Sommer AA (1987) The Essential Guide to Effective Corporate Board Committees (Prentice-Hall, Englewood Cliffs, NJ).

[19]

Brass DJ, Burkhardt MR (1993) Potential power and power use: An investigation of structure and behavior. Acad. Management J. 36(3):441-470.

[20]

Brown SL, Eisenhardt KA (1998) Competing on the Edge: Strategy as Structured Chaos (Harvard Business School Press, Boston).

[21]

Bunderson JS (2003) Recognizing and utilizing expertise in work groups: A status characteristics perspective. Admin. Sci. Quart. 48(4):557-591.

[22]

Burke R (2000) Women on Canadian corporate boards of directors: Still a long way to go. Burke RJ, Mattis MC, eds. Women on Corporate Boards of Directors: International Challenges and Opportunities (Kluwer Academic Publishers, Dordrecht, The Netherlands), 97-110.

[23]

Carpenter MA (2000) The price of change: The role of CEO compensation in strategic variation and deviation from industry strategy norms. J. Management 26(6):1179-1198.

[24]

Carpenter MA, Fredrickson JW (2001) Top management teams, global strategic posture, and the moderating role of uncertainty. Acad. Management J. 44(3):533-545.

[25]

Carter DA, Simkins BJ, Simpson WG (2003) Corporate governance, board diversity, and firm value. Financial Rev. 38(1):33-53.

[26]

Catalyst (2012) 2012 Catalyst census: Fortune 500 women board directors. Report, Catalyst, New York.

[27]

Certo ST, Dalton CM, Dalton DR, Lester RH (2008) Boards of directors' self interest: Expanding for pay in corporate acquisitions? J. Bus. Ethics 77(2):219-230.

[28]

Chandler AD (1962) Strategy and Structure: Chapters in the History of the American Industrial Enterprise, 1st ed. (MIT Press, Cambridge, MA).

[29]

Chen S, Lee-Chai AY, Bargh JA (2001) Relationship orientation as a moderator of the effects of social power. J. Personality Soc. Psych. 80(2):173-187.

[30]

Chin WW (1998) Issues and opinion on structural equation modeling. MIS Quart. 22(1):vii-xvi.

[31]

Cho TS, Hambrick D (2006) Attention as the mediator between top management team characteristics and strategic change: The case of airline deregulation. Organ. Sci. 17(4):453-469.

Digital Library

[32]

Cleveland JN, Stockdale M, Murphy KR (2000) Women and Men in Organizations: Sex and Gender Issues at Work (Lawrence Erlbaum Associates, Mahwah, NJ).

[33]

Cohen J (1960) A coefficient of agreement for nominal scales. Ed. Psych. Measurement 20(1):37-46.

[34]

Coltman T, Devinney TM, Midgley DF, Venaik S (2008) Formative versus reflective measurement models: Two applications of formative measurement. J. Bus. Res. 61(12):1250-1262.

[35]

Combs JG, Ketchen DJ, Perryman AA, Donahue MS (2007) The moderating effect of CEO power on the board composition-firm performance relationship. J. Management Stud. 44(8):1299-1323.

[36]

Cox TH, Lobel SA, McLeod PL (1991) Effects of ethnic group cultural differences on cooperative and competitive behavior on a group task. Acad. Management J. 34(4):827-847.

[37]

Daily CM, Johnson JL (1997) Sources of CEO power and firm financial performance: A longitudinal assessment. J. Management 23(2):97-117.

[38]

Daily CM, Certo ST, Dalton DR (1999) A decade of corporate women: Some progress in the boardroom, none in the executive suite. Strategic Management J. 20(1):93-99.

[39]

Daily CM, Dalton DR, Cannella AA Jr (2003) Corporate governance: Decades of dialogue and data. Acad. Management Rev. 28(3):371-383.

[40]

D'Aunno T, Sutton RI (1992) The responses of drug abuse treatment organizations to financial adversity: A partial test of the threatrigidity thesis. J. Management 18(1):117-131.

[41]

D'Aveni RA (1989) The aftermath of organizational decline: A longitudinal study of the strategic and managerial characteristics of declining firms. Acad. Management J. 32(3):577-605.

[42]

De Dreu CKW, Weingart LR (2003) Task versus relationship conflict, team effectiveness, and team member satisfaction: A metaanalysis. J. Appl. Psych. 88(4):741-749.

[43]

de Jong SB, Van der Vegt GS, Molleman E (2007) The relationships among asymmetry in task dependence, perceived helping behavior, and trust. J Appl. Psych. 92(6):1625-1637.

[44]

Deutsch Y (2005) The impact of board composition on firms' critical decisions: A meta-analytic review. J. Management 31(3):424-444.

[45]

Dobbin F, Jung J (2011) Corporate board gender diversity and stock performance: The competence gap or institutional investor bias? North Carolina Law Rev. 89(3):809-838.

[46]

Dwyer S, Richard OC, Chadwick K (2003) Gender diversity in management and firm performance: The influence of growth orientation and organizational culture. J. Bus. Res. 56(12):1009-1019.

[47]

Enginsu ME, Dumoulin JCM, Pieters MHEC, Bras M, Evers JLH, Geraedts JPM (1991) Evaluation of human sperm morphology using strict criteria after Diff-Quik staining: Correlation of morphology with fertilization in vitro. Human Reproduction 6(6):854-858.

[48]

Erhardt NL, Werbel JD, Shrader CB (2003) Board of director diversity and firm financial performance. Corporate Governance 11(2):102-111.

[49]

Ethier KA, Deaux K (1994) Negotiating social identity when contexts change. J. Personality Soc. Psych. 67(2):243-251.

[50]

Finkelstein S (1992) Power in top management teams: Dimensions, measurement, and validation. Acad. Management J. 35(3):505-538.

[51]

Finkelstein S, Hambrick D (1990) Top-management-team tenure and organizational outcomes. Admin. Sci. Quart. 35(3):484-503.

[52]

Finkelstein S, Mooney AC (2003) Not the usual suspects: How to use board process to make boards better. Acad. Management Executive 17(2):101-113.

[53]

Fiol CM, O'Connor EJ, Aguinis H (2001) All for one and one for all: The development and transfer of power across organizational levels. Acad. Management Rev. 26(2):224-242.

[54]

Fondas N, Wiersema MF (1997) Changing of the guard: The influence of CEO socialization on strategic change. J. Management Stud. 34(4):561-584.

[55]

Forbes DP, Milliken FJ (1999) Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Acad. Management Rev. 24(3):489-505.

[56]

French JRP, Raven B (1959) The bases of social power. Cartwright D, ed. Studies in Social Power (University of Michigan Institute for Social Research, Ann Arbor), 150-167.

[57]

Geletkanycz MA, Hambrick D (1997) The external ties of top executives: Implications for strategic choice and performance. Admin. Sci. Quart. 42(4):654-681.

[58]

Gilbert CG (2005) Unbundling the structure of inertia: Resource versus routine rigidity. Acad. Management J. 48(5):741-763.

[59]

Gilbert CG (2006) Change in the presence of residual fit: Can competing frames coexist? Organ. Sci. 17(1):150-167.

Digital Library

[60]

Ginsberg A (1988) Measuring and modeling changes in strategy: Theoretical foundations and empirical directions. Strategic Management J. 9(6):559-575.

[61]

Gladstein DL, Reilly NP (1985) Group decision making under threat: The tycoon game. Acad. Management J. 28(3):613-627.

[62]

Glick P, Fiske ST (1996) The ambivalent sexism inventory: Differentiating hostile and benevolent sexism. J. Personality Soc. Psych. 70(3):491-512.

[63]

Golden BR, Zajac EJ (2001) When will boards influence strategy? Inclination _ Power D Strategic change. Strategic Management J. 22(12):1087-1111.

[64]

Goodstein J, Boeker W (1991) Turbulence at the top: A new perspective on governance structure changes and strategic change. Acad. Management J. 34(2):306-330.

[65]

Goodstein J, Gautam K, Boeker W (1994) The effects of board size and diversity on strategic change. Strategic Management J. 15(3):241-250.

[66]

Greve HR (2010) Positional rigidity: Low performance and resource acquisition in large and small firms. Strategic Management J. 32(1):103-114.

[67]

Griffin MA, Tesluk PE, Jacobs RR (1995) Bargaining cycles and work-related attitudes: Evidence for threat-rigidity effects. Acad. Management J. 38(6):1709-1725.

[68]

Griffith J (2004) Ineffective schools as organizational reactions to stress. Soc. Psych. Ed. 7(3):257-287.

[69]

Hackman JR, Wageman R (2005) A theory of team coaching. Acad. Management Rev. 30(2):269-287.

[70]

Hambrick D (1981) Environment, strategy, and power within top management teams. Admin. Sci. Quart. 26(2):252-275.

[71]

Hambrick D, Mason PA (1984) Upper echelons: The organization as a reflection of its top managers. Acad. Management Rev. 9(2):193-206.

[72]

Hannan MT, Freeman J (1984) Structural inertia and organizational change. Amer. Soc. Rev. 49(2):149-164.

[73]

Harrison DA, Klein KJ (2007) What's the difference? Diversity constructs as separation, variety, and disparity in organization. Acad. Management Rev. 32(4):1199-1228.

[74]

Haynes KT, Hillman AJ (2010) The effect of board capital and CEO power on strategic change. Strategic Management J. 31(11):1145-1163.

[75]

Heslin R (1964) Predicting group task effectiveness from member characteristics. Psych. Bull. 62(4):248-256.

[76]

Hill CWL, Hansen GS (1991) A longitudinal study of the causes and consequences of changes in diversification in the U.S. pharmaceutical industry 1977-1986. Strategic Management J. 12(3):187-199.

[77]

Hillman AJ, Cannella AA Jr, Harris IC (2002) Women and racial minorities in the boardroom: How do directors differ? J. Management 28(6):747-763.

[78]

Hillman AJ, Cannella AA Jr, Paetzold RL (2000) The resource dependence role of corporate directors: Strategic adaptation of board composition in response to environmental change. J. Management Stud. 37(2):235-255.

[79]

Hillman AJ, Shropshire C, Cannella AA (2007) Organizational predictors of women on corporate boards. Acad. Management J. 50(4):941-952.

[80]

Hitt MA, Hoskisson RE, Kim H (1997) International diversification: Effects on innovation and firm performance in product diversified firms. Acad. Management J. 40(4):767-799.

[81]

Hofer CW, Schendel D (1978) Strategy Formulation: Analytical Concepts (West, St. Paul, MN).

[82]

Hoffman L, Maier N (1961) Quality and acceptance of problem solutions by members of homogeneous and heterogeneous groups. J. Abnormal Soc. Psych. 62(2):401-407.

[83]

Hogg MA (1992) The Social Psychology of Group Cohesiveness: From Attraction to Social Identity (Harvester Wheatsheaf/New York University Press, New York).

[84]

Horwitz SK, Horwitz IB (2007) The effects of team diversity on team outcomes: A meta-analytic review of team demography. J. Management 33(6):987-1015.

[85]

Iaquinto A, Fredrickson J (1997) Top management team agreement about the strategic decision process: A test of some of its determinants and consequences. Strategic Management J. 18(1):63-75.

[86]

Jackson SE (1992) Team composition in organizational settings: Issues in managing an increasingly diverse work force. Worchel S, Wood W, Simpson JA, eds. Group Process and Productivity (Sage, Newbury Park, CA), 138-173.

[87]

Jarvis CB, McKenzie SB, Podsakoff PM (2003) A critical review of construct indicators and measurement model misspecification in marketing and consumer research. J. Consumer Res. 30(2):199-213.

[88]

Jehn K, Chadwick C, Thatcher S (1997) To agree or not to agree: The effects of value congruence, individual demographic dissimilarity, and conflict in workgroup outcomes. Internat. J. Conflict Management 8(4):287-305.

[89]

Jensen MC, Meckling W (1976) Theory of the firm: Managerial behavior, agency costs, and ownership structure. J. Financial Econom. 3(4):305-360.

[90]

Kanter RM (1977) Men and Women of the Corporation (Basic Books, New York).

[91]

Keats BW, Hitt MA (1988) A causal model of linkages among environmental dimensions, macro organizational characteristics, and performance. Acad. Management J. 31(3):570-598.

[92]

Kesner IF (1988) Directors' characteristics and committee membership: An investigation of type, occupation, tenure, and gender. Acad. Management J. 31(1):66-84.

[93]

Ketchen DJ, Palmer TB (1999) Strategic responses to poor organizational performance: A test of competing perspectives. J. Management 25(5):683-706.

[94]

Kimmel MS (2000) The Gendered Society (Oxford University Press, New York).

[95]

Kozlowski SWJ, Bell BS (2003) Work groups and teams in organizations. Borman WC, Ilgen DR, Klimoski R, eds. Handbook of Industrial and Organizational Psychology, Vol. 12 (John Wiley & Sons, New York), 333-375.

[96]

Kraatz MS, Zajac EJ (2001) How organizational resources affect strategic change and performance in turbulent environments: Theory and evidence. Organ. Sci. 12(5):632-657.

Digital Library

[97]

Latham SF, Braun M (2009) Managerial risk, innovation, and organizational decline. J. Management 35(2):258-281.

[98]

Lau DC, Murnighan JK (1998) Demographic diversity and faultlines: The compositional dynamics of organizational groups. Acad. Management Rev. 23(2):325-340.

[99]

Lawrence TB, Mauws MK, Dyck B, Kleysen RF (2005) The politics of organizational learning: Integrating power into the 4I framework. Acad. Management Rev. 30(1):180-191.

[100]

Lockheed ME, Hall KE (1976) Conceptualizing sex as a status characteristic: Applications to leadership training strategies. J. Soc. Issues 32(3):111-124.

[101]

Mannix E, Neale MA (2005) What differences make a difference. Psych. Sci. Public Interest 6(2):31-55.

[102]

March JG, Simon HA (1958) Organizations (John Wiley & Sons, New York).

[103]

Meyer AD (1982) Adapting to environmental jolts. Admin. Sci. Quart. 27(4):515-537.

[104]

Miller CC, Burke LM, Glick WH (1998) Cognitive diversity among upper-echelon executives: Implications for strategic decision processes. Strategic Management J. 19(1):39-58.

[105]

Miller D (1991) Stale in the saddle: CEO tenure and the match between organization and environment. Management Sci. 37(1):34-52.

Digital Library

[106]

Miller D, Friesen PH (1980) Momentum and revolution in organizational adaptation. Acad. Management J. 23(4):591-614.

[107]

Miller TL, Triana M (2009) Demographic diversity in the boardroom: Mediators of the board diversity-firm performance relationship. J. Management Stud. 46(5):755-786.

[108]

Milliken FJ, Martins LL (1996) Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Acad. Management Rev. 21(2):402-433.

[109]

Milliken FJ, Vollrath D (1991) Strategic decision-making tasks and group effectiveness: Insights from theory and research on small groups. Human Relations 44(12):1229-1253.

[110]

Milliken FJ, Morrison EW, Hewlin PF (2003) An exploratory study of employee silence: Issues that employees don't communicate upward and why. J. Management Stud. 40(6):1453-1476.

[111]

Mintzberg H (1983) Power In and Around Organizations (Prentice-Hall, Englewood Cliffs, NJ).

[112]

Mitchell W, Shaver JM, Yeung B (1992) Getting there in a global industry: Impacts on performance of changing international presence. Strategic Management J. 13(6):419-432.

[113]

Morrison EW, Milliken FJ (2000) Organizational silence: A barrier to change and development in a pluralistic world. Acad. Management Rev. 25(4):706-725.

[114]

Mullen B (1983) Operationalizing the effect of the group on the individual: A self-attention perspective. J. Experiment. Soc. Psych. 19(4):295-322.

[115]

Nadler DA, Heilpern JD (1998) The CEO and the executive team: Managing unique dynamics and special demands. Nadler DA, Spencer JL, eds. Executive Teams (Jossey-Bass Publishers, San Francisco), 83-111.

[116]

Olsen B, Sexton D (2009) Threat rigidity, school reform, and how teachers view their work inside current education policy contexts. Amer. Ed. Res. J. 46(1):9-44.

[117]

O'Reilly C, Snyder R, Boothe J (1993) Effects of executive team demography on organizational change. Huber G, Glick W, eds. Organizational Change and Redesign (Oxford University Press, New York), 147-175.

[118]

Palmer TB, Danforth GW, Clark SM (1995) Strategic responses to poor performance in the health care industry: A test of competing predictions. Acad. Management Proc. 1995(Meeting abstract suppl):125-129.

[119]

Park KM (2007) Antecedents of convergence and divergence in strategic positioning: The effects of performance and aspiration on the direction of strategic change. Organ. Sci. 18(3):386-402.

Digital Library

[120]

Parnell JA (1994) Strategic consistency versus flexibility: Does strategic change really enhance firm performance? Amer. Bus. Rev. 2(May):22-29.

[121]

Pearce J, Zahra S (1992) Board composition from a strategic contingency perspective. J. Management Stud. 29(4):411-438.

[122]

Pegels CC, Song YI, Yang B (2000) Management heterogeneity, competitive interaction groups, and firm performance. Strategic Management J. 21(9):911-924.

[123]

Peterson CA, Philpot J (2007) Women's roles on U.S. Fortune 500 boards: Director expertise and committee memberships. J. Bus. Ethics 72(2):177-196.

[124]

Pettigrew A (1987) Context and action in the transformation of the firm. J. Management Stud. 24(6):649-670.

[125]

Pfeffer J (1981) Power in Organizations (Pitman Publishing, Marshfield, MA).

[126]

Qian G, Li J (2002) Multinationality, global market diversification, and profitability among the largest U.S. firms. J. Bus. Res. 55(4):325-335.

[127]

Quigley TJ, Hambrick DC (2012) When the former CEO stays on as board chair: Effects on successor discretion, strategic change, and performance. Strategic Management J. 33(7): 834-859.

[128]

Ragins BR, Sundstrom E (1989) Gender and power in organizations: A longitudinal perspective. Psych. Bull. 105(1):51-88.

[129]

Rajagopalan N, Spreitzer GM (1997) Toward a theory of strategic change: A multi-lens perspective and integrative framework. Acad. Management Rev. 22(1):48-79.

[130]

Ritter BA, Yoder JD (2004) Gender differences in leader emergence persist even for dominant women: An updated confirmation of role congruity theory. Psych. Women Quart. 28(3):187-193.

[131]

Robinson G, Dechant K (1997) Building a business case for diversity. Acad. Management Executive 11(3):21-31.

[132]

Schweiger DM, Sandberg WR, Ragan JW (1996) Group approaches for improving strategic decision making: A comparative analysis of dialectical inquiry, devil's advocacy, and consensus. Acad. Management J. 29(1):51-72.

[133]

Shimizu K (2007) Prospect theory, behavioral theory, and the threatrigidity thesis: Combinative effects on organizational decisions to divest formerly acquired units. Acad. Management J. 50(6):1495-1514.

[134]

Shrader CB, Blackburn VB, Iles P (1997) Women in management and firm financial performance: An exploratory study. J. Managerial Issues 9(2):355-373.

[135]

Simons R (1994) How new top managers use control systems as levers of strategic renewal. Strategic Management J. 15(3):169-189.

[136]

Staw BM, Sandelands LE, Dutton JE (1981) Threat-rigidity effects in organizational behavior: A multilevel analysis. Admin. Sci. Quart. 26(4):501-524.

[137]

Tallman S, Li J (1996) Effects of international diversity and product diversity on the performance of multinational firms. Acad. Management J. 39(1):179-196.

[138]

Torchia M, Calabrò A, Huse M (2011) Women directors on corporate boards: From tokenism to critical mass. J. Bus. Ethics 102(2):299-317.

[139]

Triandis HC, Hall ER, Ewen RB (1965) Member heterogeneity and dyadic creativity. Human Relations 18(1):33-55.

[140]

Tushman ML (1977) Special boundary roles in the innovation process. Admin. Sci. Quart. 22(4):587-605.

[141]

Tushman ML, Virany B, Romanelli E (1985) Executive succession, strategic reorientations, and organization evolution: The minicomputer industry as a case in point. Tech. Soc. 7(2-3): 297-331.

[142]

Udueni H (1999) Power dimensions in the board and outside director independence: Evidence from large industrial UK firms. Corporate Governance 7(1):62-72.

[143]

Van de Ven AH, Poole MS (1995) Explaining development and change in organizations. Acad. Management Rev. 20(3): 510-540.

[144]

Van der Vegt GS, Bunderson JS (2005) Learning and performance in multidisciplinary teams: The importance of collective team identification. Acad. Management J. 48(3):532-547.

[145]

Van der Vegt GS, de Jong SB, Bunderson JS, Molleman E (2010) Power asymmetry and learning in teams: The moderating role of performance feedback. Organ. Sci. 21(2):347-361.

Digital Library

[146]

Van Dyne L, Ang S, Botero IC (2003) Conceptualizing employee silence and employee voice as multidimensional constructs. J. Management Stud. 40(6):1359-1392.

[147]

Wageman R, Donnenfeld A (2007) Intervening in intra-team conflict. Behfar K, Thompson L, eds. Conflict in Organizational Groups (Northwestern University Press, Evanston, IL), 261-280.

[148]

Watson WE, Kumar K, Michaelsen LK (1993) Cultural diversity's impact on interaction process and performance: Comparing homogeneous and diverse task groups. Acad. Management J. 36(3):590-602.

[149]

Webber SS, Donahue LM (2001) Impact of highly and less job-related diversity on workgroup cohesion and performance: A metaanalysis. J. Management 27(2):141-162.

[150]

Westphal JD, Bednar MK (2005) Pluralistic ignorance in corporate boards and firm's strategic persistence to low firm performance. Admin. Sci. Quart. 50(2):262-298.

[151]

Westphal JD, Fredrickson JW (2001) Who directs strategic change: Director experience, the selection of new CEOs, and change in corporate strategy. Strategic Management J. 22(12): 1113-1137.

[152]

Westphal JD, Zajac EJ (1995) Who shall govern? CEO/board power, demographic similarity, and new director selection. Admin. Sci. Quart. 40(1):60-83.

[153]

Westphal JD, Seidel MDL, Stewart KJ (2001) Second-order imitation: Uncovering latent effects of board network ties. Admin. Sci. Quart. 46(4):717-747.

[154]

Wiersema MF, Bantel KA (1992) Top management team demography and corporate strategic change. Acad. Management J. 35(1):91-121.

[155]

Williams KY, O'Reilly CA (1998) Demography and diversity in organizations: A review of 40 years of research. Res. Organ. Behav. 20:77-140.

[156]

Zajac EJ, Kraatz MS (1993) A diametric forces model of strategic change: Assessing the antecedents and consequences of restructuring in the higher education industry. Strategic Management J. 14(S1):83-102.

[157]

Zajac EJ, Westphal JD (1996) Who shall succeed: How CEO/board preferences and power affect the choice of new CEOs. Acad. Management J. 39(1):64-90.

[158]

Zelechowski DD, Bilimoria D (2001) Women corporate inside directors: Tokens at the top. Working paper, Case Western Reserve University, Cleveland.

[159]

Zelechowski DD, Bilimoria D (2003) The experience of women corporate inside directors on the boards of Fortune 1000 firms. Women Management Rev. 18(7):376-381.

[160]

Zhang Y (2006) The presence of a separate COO/president and its impact on strategic change and CEO dismissal. Strategic Management J. 27(3):283-300.

Cited By

DesJardine MShi WMarti E(2024)The Corporate Opportunity Structure for Shareholder ActivismOrganization Science10.1287/orsc.2023.167935:2(644-666)Online publication date: 1-Mar-2024
https://dl.acm.org/doi/10.1287/orsc.2023.1679
Rai AChang EKirgios EMilkman K(2024)Group Size and Its Impact on Diversity-Related Perceptions and Hiring Decisions in Homogeneous GroupsOrganization Science10.1287/orsc.2020.1470535:6(1990-2015)Online publication date: 1-Nov-2024
https://dl.acm.org/doi/10.1287/orsc.2020.14705
Allen AWahid A(2024)Regulating Gender DiversityManagement Science10.1287/mnsc.2023.482570:4(2023-2046)Online publication date: 1-Apr-2024
https://dl.acm.org/doi/10.1287/mnsc.2023.4825
Show More Cited By

The Double-Edged Nature of Board Gender Diversity: Diversity, Firm Performance, and the Power of Women Directors as Predictors of Strategic Change
1. Applied computing
  1. Enterprise computing
2. Human-centered computing

Recommendations

Regulating Gender Diversity: Evidence from California Senate Bill 826
Do gender diversity quotas enhance firm value? This broad question has sparked significant debate because, whereas diversity is generally thought to improve board functioning, prior research in international settings suggests mandating diversity may have ...
How Organizational Resources Affect Strategic Change and Performance in Turbulent Environments: Theory and Evidence

This study examines how historical resource endowments and competencies affect strategic change and its outcomes amid environmental turbulence. Drawing from both behavioral and economics-based literatures, we develop four distinct perspectives regarding ...
Do Investors Value Workforce Gender Diversity?
We examine whether investors value workforce gender diversity. Consistent with the view that investors believe workforce gender diversity can be valuable in major firms, we use event studies to demonstrate that U.S. technology firms and financial firms ...

Comments

Information & Contributors

Information

Published In

cover image Organization Science

Organization Science Volume 25, Issue 2

April 2014

332 pages

ISSN:1526-5455

Issue’s Table of Contents

Publisher

INFORMS

Linthicum, MD, United States

Publication History

Published: 01 April 2014

Author Tags

Qualifiers

Article

Contributors

Other Metrics

View Article Metrics

Bibliometrics & Citations

Bibliometrics

Article Metrics

7
Total Citations
View Citations
0
Total Downloads

Downloads (Last 12 months)0
Downloads (Last 6 weeks)0

Reflects downloads up to 08 Feb 2025

Other Metrics

View Author Metrics

Citations

Cited By

DesJardine MShi WMarti E(2024)The Corporate Opportunity Structure for Shareholder ActivismOrganization Science10.1287/orsc.2023.167935:2(644-666)Online publication date: 1-Mar-2024
https://dl.acm.org/doi/10.1287/orsc.2023.1679
Rai AChang EKirgios EMilkman K(2024)Group Size and Its Impact on Diversity-Related Perceptions and Hiring Decisions in Homogeneous GroupsOrganization Science10.1287/orsc.2020.1470535:6(1990-2015)Online publication date: 1-Nov-2024
https://dl.acm.org/doi/10.1287/orsc.2020.14705
Allen AWahid A(2024)Regulating Gender DiversityManagement Science10.1287/mnsc.2023.482570:4(2023-2046)Online publication date: 1-Apr-2024
https://dl.acm.org/doi/10.1287/mnsc.2023.4825
Pavićević SHaleblian JKeil T(2023)When Do Boards of Directors Contribute to Shareholder Value in Firms Targeted for Acquisition? A Group Information-Processing PerspectiveOrganization Science10.1287/orsc.2022.164334:5(1759-1776)Online publication date: 1-Sep-2023
https://dl.acm.org/doi/10.1287/orsc.2022.1643
Trzebiatowski TMcCluney CHernandez M(2023)Managing the Double BindOrganization Science10.1287/orsc.2022.159934:2(801-827)Online publication date: 1-Mar-2023
https://dl.acm.org/doi/10.1287/orsc.2022.1599
Mitra APost CSauerwald S(2021)Evaluating Board CandidatesOrganization Science10.1287/orsc.2020.138632:1(86-110)Online publication date: 1-Jan-2021
https://dl.acm.org/doi/10.1287/orsc.2020.1386
Pan YHuang PGopal A(2018)Board independence and firm performance in the IT industryMIS Quarterly10.25300/MISQ/2018/1468842:3(979-1000)Online publication date: 1-Sep-2018
https://dl.acm.org/doi/10.25300/MISQ/2018/14688

View Options

View options

Figures

Tables

Media

View Issue’s Table of Contents