Do multinational corporations (MNCs) transfer gender practice to their subsidiaries? Leveraging a quasi-natural experiment setting, we investigate whether MNCs from countries with mandatory gender-quota legislation exhibit higher propensity to appoint women chief executive officers (CEOs) in their subsidiaries than those whose home ...
Do multinational corporations (MNCs) transfer gender practice to their subsidiaries? Leveraging a quasi-natural experiment setting, we investigate whether MNCs from countries with mandatory gender-quota legislation exhibit higher propensity to appoint women chief executive officers (CEOs) in their subsidiaries than those whose home countries lack such legislation. We also theorise that MNCs’ influence on their subsidiaries might be reinforced by stationing their personnel in the subsidiary, by place-based cultural embeddedness, and by industry labor demographics in the local environment. Utilizing a 15-year panel dataset and difference-in-differences estimations, this study contributes evidence on the causal link between intra-firm diffusion of gender norms and the appointment of women CEOs.
