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dc.contributor.authorMathisen, Gro Ellen
dc.contributor.authorMarnburg, Einar
dc.contributor.authorØgaard, Torvald
dc.date.accessioned2016-04-05T09:02:54Z
dc.date.available2016-04-05T09:02:54Z
dc.date.issued2012-08
dc.identifier.citationMathisen, G. E., Øgaard, T., Marnburg, E. (2012) Women in the Boardroom: How Do Female Directors of Corporate Boards Perceive Boardroom Dynamics? Journal of Business Ethics, 116(1), pp. 87-97nb_NO
dc.identifier.urihttp://hdl.handle.net/11250/2383951
dc.descriptionThe final publication is available at Springer via http://dx.doi.org/10.1007/s10551-012-1461-9.nb_NO
dc.description.abstractThis study investigated how female directors of corporate boards of directors (BoD) experience boardroom dynamics. The study represents an initial research trend that moves from a unilateral focus on financial outcomes of female representation in BoDs toward stronger attention on the social dynamics in the boardroom. Drawing on social identity theory, the study proposed that female directors often constitute an out-group within the BoD, preventing them from experiencing positive board dynamics. More specifically, the study explored the extent to which female directors do experience less justice, lower cohesion, and higher levels of conflicts within the BoD than their male counterparts do. Moreover, we assumed that female directors with nontraditional educational backgrounds would be particularly likely to experience negative boardroom dynamics whereas female chairpersons of BoDs would perceive boardroom dynamics more positively than other female directors. The sample consisted of 491 directors from 149 BoDs. Our findings revealed that there were generally few differences in the way female and male directors experienced boardroom dynamics and female chairpersons of BoDs did not perceive the dynamics differently than other female directors. Female directors with nontraditional educational backgrounds perceived the boardroom dynamics somewhat more negatively than other female directors, but the differences were not statistically significant. The conclusions from this study are that there are reasons to believe that female directors are welcomed into boardrooms, not perceived as outgroups, and BoDs are able to benefit from the female directors’ experience and skills.nb_NO
dc.language.isoengnb_NO
dc.publisherSpringernb_NO
dc.subjectkvinnernb_NO
dc.subjectøkonominb_NO
dc.subjectfemale directorsnb_NO
dc.subjectboard dynamicsnb_NO
dc.subjectboards of directorsnb_NO
dc.subjectcohesionnb_NO
dc.subjectconflictnb_NO
dc.subjectjusticenb_NO
dc.titleWomen in the boardroom: how do female directors of corporate boards perceive boardroom dynamics?nb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.rights.holder(C) Springernb_NO
dc.subject.nsiVDP::Social science: 200::Economics: 210::Business: 213nb_NO
dc.source.pagenumber87-97nb_NO
dc.source.volume116nb_NO
dc.source.journalJournal of business ethicsnb_NO
dc.source.issue1nb_NO
dc.identifier.doi10.1007/s10551-012-1461-9


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