Gender Diversity In Teams Research Articles

Exploring the impact of corporate entrepreneurship on organizational performance in the ICT companies of Jordan: The moderating role of gender-diverse leadership

This study focuses on addressing challenges faced by Jordanian Information and Communication Technology (ICT) organizations, aiming to explore solutions for sector sustainability amid troubling economic conditions. Specifically, it investigates the impacts of Corporate Entrepreneurship (CE) and Top Management Team Gender Diversity (TMTGD) on the performance of these organizations. Furthermore, it also examines the moderating role of TMTGD within this context. To achieve these objectives, the study collects data from 300 employees considered part of the top management teams within Jordan's ICT sector. Utilizing Partial Least Squares Structural Equation Modeling (PLS-SEM), the study estimated both measurement and structural models to thoroughly examine the data and proposed relationships. The findings indicate that CE and TMTGD have positive and statistically significant effects on organizational performance. However, the study also uncovers a nuanced pattern of interaction between these variables. Explicitly, it suggests that the presence of gender diversity within top management teams may attenuate the otherwise positive impact of CE on organizational performance. Hence, this research suggests that ICT companies should actively cultivate a corporate entrepreneurship culture to elevate their organizational performance. Furthermore, policymakers and leaders are encouraged to initiate training and educational programs addressing gender dynamics and biases with the goal of fostering a more inclusive and equitable workplace.

Top management team gender diversity and power dynamics in times of change

Abstract Extant research examining the effects of top management team (TMT) gender diversity on firm performance report equivocal findings. We seek to enhance understanding of this critical relationship in the context of an acquisition, which necessitates changes in one or both firms during a process characterized by non-routine decisions, time pressures, high uncertainty, and frequent debates among strategic leaders. Specifically, we examine the effects of gender diversity of top management and female executives’ formal and informal power on post-deal performance. Our results indicate gender diversity has negative effects on post-deal performance. Further, in a subsample of acquirers with gender diverse teams, our results reveal that female executives’ structural power and ownership power have negative performance effects, while power conferred through an elite education has positive performance effects. Our findings highlight the need to expand gender diversity research to consider the strategic context facing diverse TMTs and power dynamics among them.

Women in C-suite: Does Top Management Team gender diversity matter? Evidence from firm investment efficiency

Firms with relatively more female executives in their top management team exhibit superior investment efficiency. Economically, female non-CEO executives increase investment efficiency by almost 11 % of the cross-sectional mean of our investment efficiency measure. Further analysis shows that this increase in efficiency is driven by the reduction in both overinvestment and underinvestment. In addition, efficiency is more pronounced in less competitive markets, during industry shock periods, and in firms with less competent or outsider CEOs. Our findings highlight that women in C-suite play a significant positive role in effective investment decision-making.

Do Gender-Diverse Teams Deliver Better Operational Performance: An Experimental Study

The routines-based approach to operations management emphasizes the role of routines in operational performance. However, little is known about how gender diversity in teams could alter coordination and change behaviors of team members, potentially impacting performance. In this study, we report on two laboratory experiments that induce routines to assess the stability of coordination and adaptability to organizational changes across mixed-gender teams of varying diversity and empirically examine operational performance via routines. Based on frequentist and Bayesian statistical approaches, our findings reveal that compared to other mixed-gender teams, balanced-gender teams (a) attain stability in routines faster, (b) exhibit varying levels of adaptability to internal and external changes, and (c) deliver better economic benefits via resource- and time-efficiencies under normal and change conditions, and this is attributable to their higher pace of routine formation. We find the operational-performance effect more prominent in situations of change than in normal conditions. Alongside our theoretical contributions, our study has several implications for management and effective operations management in terms of team composition, hiring, and staffing decisions.

Top management team gender diversity and green innovation: A contingent curvilinear link

AbstractThe increasing significance of green innovation for firm competitiveness introduces greater risks and uncertain returns, challenging top managers' strategic decisions. The influence of top management team (TMT) characteristics, particularly gender diversity, on green innovation remains unclear. Drawing on gender difference and social identity theories, this study examines the curvilinear relationship between TMT gender diversity and green innovation among 2026 Chinese publicly listed manufacturing firms from 2011 to 2018. Through the use of fixed‐effects Poisson models to confirm our hypotheses, we uncover an inverted U‐shaped relationship between TMT gender diversity and green innovation. Furthermore, we delve into the contingent roles of individual, corporate, and industry factors affecting this primary relationship. Specifically, our findings reveal that the educational attainment of female executives and the strength of green industry innovation flatten the inverted U‐shaped curve between TMT gender diversity and green innovation, whereas state ownership steepen it. Our study resolves the inconsistencies found in previous research by integrating multiple theoretical perspectives and offers empirical insights into the role of women in shaping sustainable development in emerging markets.

Parent firm reputational risk and TMT gender diversity of foreign subsidiaries

In this study, we fill an important gap in the literature by examining the impact of parent firms’ reputational risk on subsidiary top management team gender diversity (TMTGD). Drawing on signalling theory and framing TMTGD as a nonmarket social and political strategy, we hypothesize that foreign subsidiaries use gender diversity in their upper echelons in response to increased parent firms’ reputational risk to signal a commitment to gender equality causes and socio-economic development in host countries. Analyzing data from publicly traded Chinese foreign subsidiaries, we found support for our hypothesis. We also found that the impact of parent reputational risk on subsidiary TMTGD is contingent on subsidiary primary activity, host-country institutional gender parity, and home-host country institutional distance. This study makes important contributions to the international business corpus, especially to reputational risk and nonmarket strategy literature domains.

Women in C-suite: Does Top Management Team gender diversity matter? Evidence from firm investment efficiency.

Women in C-suite: Does Top Management Team gender diversity matter? Evidence from firm investment efficiency.

Team Membership Change Events: Processes That Support Gender Diverse Teams

Recent global events have triggered compositional changes in the workplace (e.g., intentional diversification and sudden team member removal). This study investigates whether team gender diversity and the novelty of membership changes moderate the relationship between team processes and performance. We found that development of team confidence plays a pivotal role in shaping performance through its influence on backup behavior. Moreover, gender-balanced teams were better at translating their confidence into backup behaviors, and teams experiencing reduced novelty during membership change events tend to leverage these behaviors more effectively, leading to enhanced overall performance. We explored several theoretical and practical implications.

Inclusion unlocks the creative potential of gender diversity in teams

Several studies have highlighted the potential contribution of gender diversity to creativity, also noted challenges stemming from conflicts and a deficit of trust. Thus, we argue that gender diversity requires inclusion as well to see increased collective creativity. We analyzed teams in 4011 video game projects, recording weighted network data from past collaborations. We developed four measures of inclusion, based on de-segregation, strong ties across genders, and the incorporation of women into the core of the team’s network. We measured creativity by the distinctiveness of game features compared to prior games. Our results show that gender diversity without inclusion does not contribute to creativity, while at maximal inclusion one standard deviation change in diversity results in .04–.09 standard deviation increase in creativity. On the flipside, at maximal inclusion but low diversity (when there is a ‘token’ female team member highly integrated in a male network) we see a negative impact on creativity. Considering the history of game projects in a developer firm, we see that adding diversity first, and developing inclusion later can lead to higher diversity and inclusion, compared to the alternative of recruiting developers with already existing cross-gender ties. This suggests that developer firms should encourage building inclusive collaboration ties in-house.

Coupling men‐to‐women: Promoting innovation in emerging markets

AbstractMotivated by calls to explore corporate outcomes of gender diversity‐related dependencies in a firm's upper echelons, we examine whether gender diversity in manager‐owner(s) teams shapes innovation. Using the context of emerging markets and a large surveydataset drawn from the Business Environment and Enterprise Performance Survey (BEEPS), we find robust evidence suggesting that gender‐diverse manager‐owner(s) teams are associated with higher odds of undertaking innovation. Specifically, women (men) owned firms managed by a male (female) top manager are associated with a higher likelihood of undertaking innovation relative to women (men) owned firms managed by women (men). Additionally, we find that female‐owned firms run by male (female) top managers are the most (least) innovative and male‐owned firms run by female (male) top managers are the second (third) innovative. Our findings indicate that heterophilic manager‐owner(s) teams have the potential to foster innovation in emerging markets. More importantly, our results suggest that initiatives promoting manager‐owner(s) team's gender diversity have the potential to overcome the social and structural barriers that impede innovation in emerging economies.

The influence of top management team gender diversity on firm performance during stable periods and economic crises: An instrumental variable analysis

Does a greater representation of women in top management teams (TMTs) contribute to higher firm performance? Although several studies have investigated this question, they have failed to sufficiently account for endogeneity. We address the endogeneity problem by using an instrumental variable (IV) design to estimate the causal effect of women’s representation in TMTs on firm performance. We use a shift-share or Bartik-type instrument, which is well-established in economics but has received little attention in management and leadership research. We analyze the effect of TMT gender diversity on four types of firm performance: profitability, market-based performance, liquidity, and growth. Our sample is based on firms in the S&P 1,500, which we observe over 24 years (1997–2020). Our findings indicate that TMT gender diversity positively affects the profitability, liquidity, and growth of firms but does not impact market-based performance. We also analyze whether the effect of TMT gender diversity was stronger during two economic crises, namely the 2008/2009 financial crisis and the COVID-19 pandemic, but our instrumental variable analysis provides no evidence for such an interaction effect. Our results are robust to multiple alternative specifications. This study contributes to research on strategic leadership, specifically regarding the effect of women leaders, as well as the crisis leadership literature.

Gender diversity and publication activity—an analysis of STEM in the UK

Abstract Gender diversity in STEM remains a significant issue, as the field continues to be a male dominated one, despite increased attention on the subject. This article examines the interplay between gender diversity on projects funded by a major UK research council, the Engineering and Physical Sciences Research Council, and the publication activity of a project, as measured by the average journal quality of project publication output, over a 10-year period. The proportion of female representation and leadership on these projects remains very low. For the projects examined as part of this study, over 70% of these projects have no female representation, and less than 15% have a female lead. This study does not find a significant relationship between gender diversity and journal quality output. This study highlights that an important avenue for future work is the development of alternative metrics to assess the performance of research projects in a discipline characterized by very low levels of gender diversity, to fully unpack the impact of project team gender diversity on project output activity.

Top management team gender diversity and the financial performance of Vietnamese SMEs: family and non-family owned firms

PurposeThe purpose of this study is to investigate the impact of the gender diversity of top management teams (TMTs) on the financial performance (FP) of small and medium enterprises (SMEs) in Vietnam. This paper also examines the moderating effect of family control on this relationship.Design/methodology/approachUsing a sample of SMEs in Vietnam, this paper uses descriptive statistics and balance panel regression with random effect to analyse 5,160 firm-year observations of family- and non-family-owned SMEs between 2011 and 2015.FindingsThe findings demonstrate that gender diversity in TMTs shows a negative relationship with the FP of family-controlled SMEs and no significant impact on FP of non-family SMEs. This study also illustrates a positive curvilinear relationship between the female manager rate in TMTs and firms’ FP in family SMEs.Research limitations/implicationsThis research study is limited to data from Vietnamese SMEs. Future studies could investigate these relationships with larger firms and in a broader geographical context.Originality/valueThis study provides a better understanding of the impact of TMT gender diversity on FP in Vietnamese SMEs while considering the moderating effect of family control. The findings support some theories relating to managerial gender diversity and the effect of family control on this diversity in family SMEs.

Antecedents and Outcomes of Team Gender Diversity: The Boundary Condition of Managers’ Inclusiveness

Integrating the diversity and inclusion literature, this study investigates the role of organizational inclusive staffing as the antecedent and team voice as the outcome of gender diversity in team contexts. In addition, managers’ inclusiveness and inclusive climate are considered potential moderators and mediators in our research framework. Multi-wave and multi-source data collected from research and development (R&D) teams, including 71 team leaders and 257 team members, revealed that team managers’ perceived organizational inclusive staffing is positively related to team gender diversity, and this relationship can be strengthened by top managers’ diversity-valuing behaviors. Moreover, team gender diversity is also found to facilitate team voice through team inclusive climate when team managers have higher levels of leader inclusiveness. Finally, we discuss valuable findings as well as theoretical and managerial implications of the study.

The disposition effect and its manifestations in South African investor teams

PurposeThe study endeavours to determine (1) whether the disposition effect exists among South African investor teams, (2) whether it is causally intensified by a set of psychosocial factors and (3) whether the disposition effect causally reduces investor welfare.Design/methodology/approachFollowing a natural field experimentation design involving a sample of investor teams participating in the 2019 run of the JSE University Investment Challenge, the authors use regression adjustments as well as bootstrap tests to investigate the casual implications of a set of psychosocial factors on the intensity of the disposition effect, as well on the attenuation of market-adjusted ex post returns (i.e. investor welfare).FindingsSouth African investor teams are susceptible to the disposition effect, and their susceptibility to the bias is associated with attenuated investor welfare. Furthermore, low female representation in an investor team causally intensifies the disposition effect, subsequently leading to a causal reduction in investor welfare.Originality/valueUsing evidence from real-world observation, the authors contribute to the literature on team gender diversity and investment decision-making, and – using Hofstede's (2001) cultural dimensions – the authors offer a comprehensive account for how differences in culture may lead to differences in gender-related disposition effects across different nationalities. The authors also introduce to the literature experimental evidence from the field that clearly demonstrates that – among South African investor teams – a causal relationship exists (1) between female representation and the disposition effect, and (2) between the disposition effect and investor welfare.

Top management team gender diversity and firm risk-taking in the hospitality industry

PurposeThe purpose of this study is to investigate the link between top management team (TMT) gender diversity and firm risk-taking in hospitality companies. The study also links female leadership to risk-taking. Finally, this study examines the moderating effects of TMT incentive pay and TMT age on the relationship between TMT gender diversity and firm risk-taking.Design/methodology/approachThis study uses an unbalanced data set of 81 hospitality firms and 888 firm-year observations over the period of 1992–2020. The study uses fixed-effects regression estimation for primary analyses and addresses potential endogeneity concerns via two-stage least square regression with firm fixed-effects instrumental variable regression. Risk-taking is measured by total firm risk (i.e. the annualized volatility of daily stock returns). Main results are supported with alternative measures of firm risk and estimation methods.FindingsThe study finds that increasing TMT gender diversity leads to a reduction in firm risk-taking in the hospitality industry. Moreover, the study finds that hospitality firms led by a female CEO experience lower firm risk compared to firms led by a male CEO. Finally, the study finds evidence that the relationship between TMT gender diversity and firm risk is contingent on the level of incentive pay awarded to TMT members and the age of TMT members. Increasing incentive pay and aging executive teams decrease the risk reduction effect of TMT gender diversity.Practical implicationsThe findings of this study recommend that firm risk-taking in the hospitality industry is related to gender diversity in TMTs. Hence, the board of directors should pay attention to gender composition for executive positions for risk management. Moreover, the results also suggest that care should be exercised when using incentive pay to align the interests of managers and shareholders. Finally, the board of directors needs to consider both gender diversity and age of the TMT members for TMT composition to manage executives’ risk-taking behavior.Originality/valueThis study fills a research gap in the hospitality literature by providing empirical evidence for the link between TMT gender diversity and firm risk-taking. Additionally, the study introduces incentive pay and age of TMT as contingency factors for the link between TMT gender diversity and firm risk-taking.

The Effect of Top Management Team Gender Diversity on Climate Change Management: An International Study

The aim of this research was to assess the effect of top management team gender diversity on firms’ effective commitment to climate change management from two new perspectives: a more detailed analysis of gender diversity in corporate management and an international analysis of the phenomenon. Broadening climate change management assessment through selected CDP qualitative metrics for governance, risk management and strategy provides a more in-depth view of climate change managerial practices. Even though a growing body of academic literature highlights the potential positive impact of gender diversity, this empirical research based on a sample of 836 firms from 16 developed countries provides mainly inconclusive results. These results may be explained first by a still insufficient and below critical mass, percentage of women within top management teams; and second, by a selection bias, as only the best performers disclose their climate change management data. This also calls for companies to improve their gender diversity among the top management team, and for regulators to further extend compulsory climate change management reporting.

Inclusion Unlocks the Creative Potential of Gender Diversity in Teams

Inclusion Unlocks the Creative Potential of Gender Diversity in Teams

Signaling Value through Gender Diversity: Evidence from Initial Coin Offerings

We analyze women’s participation and the effects of team gender diversity on initial coin offering (ICO) success measured by the total funding amount raised in the actual ICO and the project’s long-term survival. Using a database featuring 875 initial coin offerings between 2017 and 2019, we find that women are significantly under-represented in ICO projects (on average, only 13% of team members are women). However, for projects that do have participation of women, we find that team gender diversity increases the total funding raised in the ICO. Moreover, when we separate team members into areas of expertise or roles in the project, we find that the presence of women in critical positions, such as being a founder or having financial or legal responsibilities, significantly reduces the likelihood of long-term coin failure. Our results are consistent with the notion that investors perceive women’s participation in leadership positions as a positive signal of desirable organizational practices that will translate into better performance. Our results are also consistent with the idea that having women, who abide by ethical values and are less prone to fraud, reduces the likelihood that informationally opaque ICOs turn out to be scams.

Signaling Value Through Gender Diversity: Evidence from Initial Coin Offerings

We analyze women’s participation and the effects of team gender diversity on initial coin offering (ICO) success measured by the total funding amount raised in the actual ICO and the project’s long-term survival. Using a database featuring 875 initial coin offerings between 2017 and 2019, we find that women are significantly under-represented in ICO projects (on average, only 13% of team members are women). However, for projects that do have participation of women, we find that team gender diversity increases the total funding raised in the ICO. Moreover, when we separate team members into areas of expertise or roles in the project, we find that the presence of women in critical positions, such as being a founder or having financial or legal responsibilities, significantly reduces the likelihood of long-term coin failure. Our results are consistent with the notion that investors perceive women’s participation in leadership positions as a positive signal of desirable organizational practices that will translate into better performance. Our results are also consistent with the idea that having women, who abide by ethical values and are less prone to fraud, reduces the likelihood that informationally opaque ICOs turn out to be scams.