Gender Diversity In Teams Research Articles

Top Management Team Composition and Financial Performance: Examining the Role of Gender Diversity

Despite the growing research on the effect of top management team gender diversity on company fi nancial performance, the results remain inconclusive. The theoretical framework guiding this study includes the upper echelons theory and critical mass theory. Under the upper echelons theory framework, the study investigates whether female participation in top management teams positively infl uences company fi nancial performance. Based on critical mass theory, the study attempts to determine what percentage of women in a top management team constitutes a critical mass. Unlike most previous studies, both theories are applied to only the context of 823 small- and mediumsized enterprises (SMEs) with a workforce between 50 to 250 employees in the manufacturing sector in the Czech Republic. The fi ndings indicate that the premises of the upper echelons theory are also applicable to SMEs. At the same time, the fi ndings show limited support for critical mass theory. More specifi cally, this study does not support a linear relationship between the number of women in top management team and fi nancial performance and only partially supports a U-shaped curvilinear relationship. The implications of the fi ndings and suggestions for future research are also discussed. In sum, this study brings new insight to the area of gender diversity in top management and advances the gender diversity literature’s understanding of the relationship between top management team composition and company fi nancial performance. Moreover, the study provides a better understanding of the key role of a critical mass in top management teams.

Gender diversity in the management field: Does it matter for research outcomes?

This study examines the relationship between gender diversity and research outcomes. Existing research on the topic primarily focuses on how team gender diversity influences scholarly productivity in terms of citations and publication rates. Far less attention has been devoted to the question of how the intellectual contents of research disciplines change as they become more gender diverse. Drawing on a global sample of more than 25,000 management papers, we use natural language processing techniques, correspondence analysis and regression models to illuminate impact-, content- and status-related dimensions of gender diversity in management research. In regression models adjusting for geographical setting, institutional prestige and collaboration patterns, we find no discernable effects of team gender diversity on per-paper scientific impact. In contrast, our analyses converge to yield a broadly consistent pattern of gender-related variations in research focus: women are well-represented in social- and human-centered areas of management, while men comprise the vast majority in areas addressing more technical and operational aspects. Our findings corroborate recent sociological research suggesting that cultural norms and expectations are channeling women and men towards different areas of work and study. We argue that the broadened repertoire of perspectives, values and questions resulting from gender diversity may render management research more responsive to the full gamut of societal needs and expectations.

Top management team gender diversity and productivity: the role of board gender diversity

PurposeBased on the significance of context, the purpose of this paper is to investigate a positive top management team (TMT) gender diversity–productivity relationship derived from the upper echelons theory, and a moderating effect of board gender diversity on the TMT gender diversity–productivity relationship derived from the relational framework.Design/methodology/approachThe hypotheses were tested in 172 organisations listed on the Australian Securities Exchange. This research uses archival data from multiple secondary sources, with a one-year time lag between the predictor and outcome.FindingsThe findings indicate a positive effect of TMT gender diversity on employee productivity and a strong positive TMT gender diversity–employee productivity relationship in organisations with a low level of board gender diversity.Originality/valueThis study provides pioneering evidence for a positive effect of TMT gender diversity on employee productivity and for a moderating effect of board gender diversity.

Gender diversity in teams

Gender diversity in teams

R&D team composition and product innovation: gender diversity makes a difference

Literature presents conflicting views on the relationship between gender diversity and performance and we know very little about the impact of R&D team gender diversity on innovation. This study aims to fill this gap by drawing on social cognitive theory. In this paper, we investigate how innovation in R&D teams is fostered by a combination of the specific context of R&D tasks and the participation of mixed gender teams. Drawing on data from 3540 manufacturing firms, our results show that gender diversity has a non-linear impact on product innovation, supporting the argument that diversity is a 'double-edged sword'. This finding indicates that gender diversity fosters innovation only to a certain level. That is, moderate levels of gender diversity are more likely to be related to innovation, whereas lower or higher levels of gender diversity lead to less optimal results.

GENDERING DYNAMIC CAPABILITIES IN MICRO FIRMS

ABSTRACT Gender issues are well-researched in the general management literature, particular in studies on new ventures. Unfortunately, gender issues have been largely ignored in the dynamic capabilities literature. We address this gap by analyzing the effects of gender diversity on dynamic capabilities among micro firms. We consider the gender of managers and personnel in 124 Ukrainian tourism micro firms. We examine how a manager's gender affects the firm's sensing capacities and investigate how it moderates team gender diversity's impact on sensing capacities. We also investigate how personnel composition impacts seizing and reconfiguration capacities. We find that female managers have several shortcomings concerning a firm's sensing capacity but that personnel gender diversity increases this capacity. Team gender diversity has positive effects on a firm's seizing and reconfiguration abilities. Our study advances research on gender diversity and its impact on firm capabilities and illustrates its relevance for staffing practices in micro firms.

Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management

Strategic human resource management theory suggests that diversity and equality management (DEM) systems provide a firm with a competitive advantage, leading to superior performance. This study proposes and tests a moderated mediation model focusing on antecedents (i.e. top management team gender diversity) and consequences (i.e. performance) of DEM systems in the context of lower through middle management (LTMM) gender diversity. The model was tested in 248 medium-to large-sized organizations using time-lagged survey and archival data. The findings provide full support for the hypothesis that a gender-diverse top management team is positively associated with DEM systems. The results provide partial support for the following hypotheses: DEM systems are positively associated with performance and this relationship is moderated by LTMM gender diversity; and DEM systems mediate the relationship between TMT gender diversity and performance. We discuss theoretical, research and practical implications.

Entrepreneurial team gender diversity and innovation performance of new high technology ventures

Scholars and the media tend to focus on women entrepreneurs’ activities in a narrow collection of industries and in limited roles, which has created a long- standing conception of entrepreneurship ...

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

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.

Valuing Gender Diversity in Teams: the Importance of Attitudes and Degree of Gender Diversity

Team gender diversity has been much debated in many different contexts – not least since the search for a main effect of diversity on performance was launched. However, results have so far been inc...

Men's and Women's Health as a Function of Gender Composition in Work Teams

This research contributes to the ongoing debate about the relationship between gender and health by shedding light on the role of team gender diversity. In Study 1 the relationship between gender diversity in teams and individual-level health symptoms of men and women was examined in two consecutive years in 220 work teams from a German public administration (Year 1, N = 4538; Year 2, N = 5182). As expected, we found that individual- level gender was not related to health symptoms but that team gender composition determined this relationship. Specifically, controlling for several confounding variables (e.g., group size, task complexity, job level), we found that women reported more health symptoms as the proportion of female employees in the team increased, while men’s self-reported health symptoms remained invariant. This effect was stable over two years. In a second study, including 304 employees working in 61 teams in an Israeli financial services organization, we found that team gender diversity had a...

Gender diversity in teams

Women’s representation on corporate boards, political committees, and other teams is increasing, in part because of legal mandates. Data on team dynamics and gender differences in preferences (risk-taking behavior, taste for competition, prosocial behavior) show how gender composition influences group decision-making and subsequent performance through channels such as investment decisions, internal management, corporate governance, and social responsibility.

The Impact of Top Management Team Gender Diversity in Firm Competitive Aggressiveness

The top management team (TMT) of the firm has been found to significantly affect the maneuvering of the firm in the competitive landscape, which has been found to become more dynamic as the competi...

Gender Diversity in Top Management and Financial Performance. The Role of Organizational Structure

Recent research has illustrated how demographic diversity influences the outcomes of public sector organizations. Most studies focus on workforce diversity and little is known about how managerial diversity affects organizational outcomes. This study focuses on top management team gender diversity and financial performance of public organizations. Theory suggests that management diversity can be a positive asset for organizations. It may allow for the use of more different knowledge and human skill sets. In this paper it is suggested that organizations, however, may only be able to leverage these advantages if they have a supporting management structure. In a longitudinal study of top management teams in Danish municipalities the study finds top management team gender diversity to be associated with higher financial performance but only in municipalities with a management structure supporting cross-functional team work. These results are interpreted in light of existing theory and implications are suggested.

Team gender diversity and investment decision-making behavior

Purpose The purpose of this paper is to investigate whether the gender composition of a fund management team influences investment decision-making behavior. Specifically, we focus on how portfolio choice is affected by team risk aversion and loss aversion.

Soigner au masculin

Men in nursing. Gender diversity in teams is usually welcomed both by women and men. However, it is not always synonymous with synergy and male nurses would like to rid themselves of certain stereotypes. Four male nurses share their experience of working within predominantly female teams.

Gender Diversity: How Can We Facilitate Its Positive Effects on Teams?

We examined the relationship between gender diversity and team commitment, in association with cooperative group norms and transformational leadership. Forty-eight work teams in an IT firm located in Seoul, South Korea participated in the study. We hypothesized, based on social identity theory and self-categorization theory, that cooperative group norms and transformational leadership would moderate the relationship between gender diversity and team commitment. The results indicated that the negative effects produced by gender diversity in teams may be reduced by cooperative group norms but not by transformational leadership. Implications of these findings are discussed and future research directions outlined.

Team empowerment: an empirical study in Spanish University R&D teams

This paper analyses the results of a survey to university R&D teams about the moderator role of some variables on the relationship between team empowerment and team performance and organisational attitudes. The results support the positive impact of team empowerment on team performance and organisational attitudes. Regarding the moderator role of the analysed variables, the data indicate that team's labour flexibility and age diversity decrease the positive effect of team empowerment on performance. Perceived work-based social support positively moderates the impact of team empowerment on team productivity, whereas perceived work-based organisational support moderates its impact on customer service. Finally, perceived fairness and team's gender diversity are also positively related to job satisfaction.