It is generally understood that women are under-represented in the boards of UK firms, with homogeneous boards increasingly perceived as being unfair. An organisation’s true gender diversity values, and the influence that women on boards have upon them, may be discernible from the language used in firms’ annual reports. This study, quantitatively examining data from fifty UK FTSE-listed firms from across ten sectors, finds that there is a moderately positive correlation between the number of women on the boards of firms and the use of gender diverse terminology in those same firms’ annual reports. This study also provides descriptive statistics on the gender composition of executive boards, including the commonly reported Blau diversity index value, and of the gender diversity language used in the sampled reports. The findings support arguments that, as more women enter the boardroom, they positively affect reporting quality, and possibly the firm and its values more widely, and that their contributions are not marginalised. However, if reporting narratives are primarily used as a stakeholder impression management tactic, then the results of this study suggest that women on boards may be complicit in such strategies.
{"title":"Company Reporting: Female Board Representation and the Use of Gender-diversity Language","authors":"Michael Kiely","doi":"10.2139/ssrn.3904102","DOIUrl":"https://doi.org/10.2139/ssrn.3904102","url":null,"abstract":"It is generally understood that women are under-represented in the boards of UK firms, with homogeneous boards increasingly perceived as being unfair. An organisation’s true gender diversity values, and the influence that women on boards have upon them, may be discernible from the language used in firms’ annual reports. This study, quantitatively examining data from fifty UK FTSE-listed firms from across ten sectors, finds that there is a moderately positive correlation between the number of women on the boards of firms and the use of gender diverse terminology in those same firms’ annual reports. This study also provides descriptive statistics on the gender composition of executive boards, including the commonly reported Blau diversity index value, and of the gender diversity language used in the sampled reports. The findings support arguments that, as more women enter the boardroom, they positively affect reporting quality, and possibly the firm and its values more widely, and that their contributions are not marginalised. However, if reporting narratives are primarily used as a stakeholder impression management tactic, then the results of this study suggest that women on boards may be complicit in such strategies.","PeriodicalId":232000,"journal":{"name":"INSEAD: Organisational Behaviour (Topic)","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133860192","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We examine investor responses to board diversity and highlight a previously unexplored mechanism to explain negative market reactions to senior female appointments. Drawing on signaling theory, we ...
{"title":"Women Don’t Mean Business? Gender Penalty in Board Composition","authors":"Isabelle Solal, Kaisa Snellman","doi":"10.2139/ssrn.2637433","DOIUrl":"https://doi.org/10.2139/ssrn.2637433","url":null,"abstract":"We examine investor responses to board diversity and highlight a previously unexplored mechanism to explain negative market reactions to senior female appointments. Drawing on signaling theory, we ...","PeriodicalId":232000,"journal":{"name":"INSEAD: Organisational Behaviour (Topic)","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133547002","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Before and during the 2010 Soccer World Cup, participants made probabilistic forecasts of the outcomes of the tournament. We examine the relationship between their depression levels and their performance at this forecasting task. Across two different waves of predictions and with multiple measures and components of prediction accuracy, we find that depressed forecasters were less accurate. The poorer accuracy amongst the more depressed forecasters was primarily driven by a neglect of base rate probabilities: the depressed participants assigned probabilities that departed from the base rates more substantially, particularly for low base rate events. Given the high incidence of depression in the workforce, the importance of judgmental probabilistic forecasting in many settings, and the fact that we may be the first to look at the depression-accuracy relationship using a real-world prediction task involving exogenous uncertainty, these findings may have important implications for both theory and practice.
{"title":"Depression and Forecast Accuracy: Evidence from the 2010 FIFA World Cup","authors":"Kriti Jain, J. N. Bearden, A. Filipowicz","doi":"10.2139/ssrn.1754928","DOIUrl":"https://doi.org/10.2139/ssrn.1754928","url":null,"abstract":"Before and during the 2010 Soccer World Cup, participants made probabilistic forecasts of the outcomes of the tournament. We examine the relationship between their depression levels and their performance at this forecasting task. Across two different waves of predictions and with multiple measures and components of prediction accuracy, we find that depressed forecasters were less accurate. The poorer accuracy amongst the more depressed forecasters was primarily driven by a neglect of base rate probabilities: the depressed participants assigned probabilities that departed from the base rates more substantially, particularly for low base rate events. Given the high incidence of depression in the workforce, the importance of judgmental probabilistic forecasting in many settings, and the fact that we may be the first to look at the depression-accuracy relationship using a real-world prediction task involving exogenous uncertainty, these findings may have important implications for both theory and practice.","PeriodicalId":232000,"journal":{"name":"INSEAD: Organisational Behaviour (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131267373","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this article, we propose a typology of leadership development methods. We argue that different methods are suited to the learning needs of different leaders, which we segment by organizational level, life-cycle and role-cycle. We advance propositions about which learning methods are best suited to the challenges of these different seasons of a leader’s development.
{"title":"Seasons of a Leader's Development: Beyond a One-Size Fits All Approach to Designing Interventions","authors":"L. Guillén, H. Ibarra","doi":"10.2139/ssrn.1577027","DOIUrl":"https://doi.org/10.2139/ssrn.1577027","url":null,"abstract":"In this article, we propose a typology of leadership development methods. We argue that different methods are suited to the learning needs of different leaders, which we segment by organizational level, life-cycle and role-cycle. We advance propositions about which learning methods are best suited to the challenges of these different seasons of a leader’s development.","PeriodicalId":232000,"journal":{"name":"INSEAD: Organisational Behaviour (Topic)","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123136424","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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