Seen and not heard: A comparative case study of women on boards and process loss beyond critical mass
dc.contributor.author | Tilbury, L | |
dc.contributor.author | Sealy, R | |
dc.date.accessioned | 2023-07-07T08:44:30Z | |
dc.date.issued | 2023-03-16 | |
dc.date.updated | 2023-07-06T15:26:37Z | |
dc.description.abstract | Research Question/Issue: Building on a classic model of socio-cognitive board processes, we consider the behaviors of men and women directors in boardrooms. We question whether having a critical mass of women on boards, defined as three or more women, removes barriers to women's participation in the boardroom, asking “How does gender influence board processes in boards with three or more women?”. Research Findings/Insights: Using a comparative case study of three boards through board observation and qualitative interviews, we question the assumption that a critical mass of women delivers effective board processes. We reinterpret the need for women to collaborate supportively as process loss, defined as interaction difficulties preventing groups reaching full potential, revealing potential barriers for women non-executive directors to contribute across the whole agenda, particularly during critical debates. Theoretical/Academic Implications: Critical mass theory ignores important interactions between gender and other job-related characteristics to underestimate social complexity in the boardroom. Building on an existing typology of diversity, we suggest that gender in the boardroom can operate as status diversity (disparity), as well as information-based diversity (variety) and value-based diversity (separation). Practitioner/Policy Implications: Chairs and board evaluators who observe board meetings should be vigilant for patterns of participation and collaboration that indicate that women directors are experiencing restricted access to discussion, in particular if women are interrupted. Board leadership decisions should be reviewed regularly to ensure they are supporting board effectiveness, maintaining focus on the task rather than navigating complex social dynamics. | en_GB |
dc.description.sponsorship | University of Exeter | en_GB |
dc.identifier.citation | Published online 16 March 2023 | en_GB |
dc.identifier.doi | https://doi.org/10.1111/corg.12524 | |
dc.identifier.uri | http://hdl.handle.net/10871/133559 | |
dc.identifier | ORCID: 0000-0002-1279-9185 (Sealy, Ruth) | |
dc.language.iso | en | en_GB |
dc.publisher | Wiley | en_GB |
dc.rights | © 2023 The Authors. Corporate Governance: An International Review published by John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited and is not used for commercial purposes. | en_GB |
dc.subject | board observations | en_GB |
dc.subject | board processes | en_GB |
dc.subject | comparative case study | en_GB |
dc.subject | critical mass | en_GB |
dc.subject | women on boards | en_GB |
dc.title | Seen and not heard: A comparative case study of women on boards and process loss beyond critical mass | en_GB |
dc.type | Article | en_GB |
dc.date.available | 2023-07-07T08:44:30Z | |
dc.identifier.issn | 0964-8410 | |
dc.description | This is the final version. Available on open access from Wiley via the DOI in this record | en_GB |
dc.description | Data availability statement: Data are available on request due to privacy/ethical restrictions. | en_GB |
dc.identifier.eissn | 1467-8683 | |
dc.identifier.journal | Corporate Governance: An International Review | en_GB |
dc.relation.ispartof | Corporate Governance An International Review | |
dc.rights.uri | https://creativecommons.org/licenses/by-nc/4.0/ | en_GB |
dcterms.dateAccepted | 2023-02-27 | |
rioxxterms.version | VoR | en_GB |
rioxxterms.licenseref.startdate | 2023-03-16 | |
rioxxterms.type | Journal Article/Review | en_GB |
refterms.dateFCD | 2023-07-07T08:42:32Z | |
refterms.versionFCD | VoR | |
refterms.dateFOA | 2023-07-07T08:44:31Z | |
refterms.panel | C | en_GB |
refterms.dateFirstOnline | 2023-03-16 |
Files in this item
This item appears in the following Collection(s)
Except where otherwise noted, this item's licence is described as © 2023 The Authors. Corporate Governance: An International Review published by John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited and is not used for commercial purposes.