Abstract
PurposeThe purpose of this paper is to study the effect of gender diversity (in executive boards and top management) on firm performance. To reconcile the inconsistent and non‐conclusive findings from previous studies, competing curvilinear relationships are theorized between gender diversity on boards and firm performance based on different theoretical backgrounds.Design/methodology/approachThe paper comprises a literature review and development of theoretical propositions.FindingsCurvilinear relationships were developed that may integrate different theoretical perspectives.Research limitations/implicationsThis paper provides theoretical support to reconcile the inconsistent and non‐conclusive findings from previous theoretical perspectives and empirical studies by proposing that competing recommendations from theoretical perspectives could be tested through curvilinear relationships.Practical implicationsThe propositions provide a strong argument for having more women in top management positions who will be promoted later through the “glass ceiling” to more gender‐balanced boards.Originality/valueThe paper reconciles inconsistent and non‐conclusive findings from studies about gender diversity on boards and firm performance.
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