Pub Date : 2025-05-01DOI: 10.1016/j.bushor.2024.12.003
Traci Sitzmann , Shoshana Schwartz
While numerous management practices have been implemented in organizations in recent decades to create equitable and high-performing workforces, there has been little to no progress toward diversifying managerial representation during this timeframe. Our review contrasts the effectiveness of management practices for increasing diverse representation in management with how often these practices are utilized in organizations, centrally implicating ineffective management practices for the slow pace of change in diversifying managerial ranks. Specifically, we unveil that organizations predominantly implement ineffective and counterproductive practices that undermine managerial diversity while infrequently implementing practices that increase managerial diversity. For example, paid diversity roles, formal mentoring programs, and DEI-focused recruitment are among the most effective practices but are not consistently implemented in organizations. In contrast, diversity and harassment training and grievance procedures are frequently utilized in organizations but are negatively related to diverse representation. We also provide examples of organizations implementing multiple effective practices and making meaningful progress toward diversifying their workforces.
{"title":"Why is progress toward diverse representation so slow? Contrasting management practice prevalence versus effectiveness for achieving diverse representation","authors":"Traci Sitzmann , Shoshana Schwartz","doi":"10.1016/j.bushor.2024.12.003","DOIUrl":"10.1016/j.bushor.2024.12.003","url":null,"abstract":"<div><div>While numerous management practices have been implemented in organizations in recent decades to create equitable and high-performing workforces, there has been little to no progress toward diversifying managerial representation during this timeframe. Our review contrasts the effectiveness of management practices for increasing diverse representation in management with how often these practices are utilized in organizations, centrally implicating ineffective management practices for the slow pace of change in diversifying managerial ranks. Specifically, we unveil that organizations predominantly implement ineffective and counterproductive practices that undermine managerial diversity while infrequently implementing practices that increase managerial diversity. For example, paid diversity roles, formal mentoring programs, and DEI-focused recruitment are among the most effective practices but are not consistently implemented in organizations. In contrast, diversity and harassment training and grievance procedures are frequently utilized in organizations but are negatively related to diverse representation. We also provide examples of organizations implementing multiple effective practices and making meaningful progress toward diversifying their workforces.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 3","pages":"Pages 263-276"},"PeriodicalIF":5.8,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143907938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.bushor.2025.01.004
Vallari Chandna, Zhuoli Axelton
Women entrepreneurs often encounter substantial obstacles when securing funding through crowdfunding platforms. These challenges include biases leading to funding failures, difficulties presenting and communicating their campaigns in funding-friendly formats, and a lack of strong social networks. Gender inequity in crowdfunding hinders the growth of women-led initiatives and stifles innovation and diversity in the entrepreneurial landscape. We explore the literature on crowdfunding digital platforms to shed light on the issues of gender equity regarding women entrepreneurs and propose strategies to address gender disparity in crowdfunding. More specifically, we use optimal distinctiveness theory as a foundation to propose that crowdfunding platform operators should find the best possible niche to appeal to an array of new investors while addressing gender disparity and empowering women entrepreneurs. Platforms can derive strategic advantages through distinctive value propositions that include gender-blind crowdfunding campaigns or a focus on campaign designing, thus ensuring fair evaluations based solely on project merit, which would likely foster inclusivity and equal opportunities. Crowdfunding platforms can also leverage unique offerings, such as becoming known for their network expansion support, dedicated training resources, or the highlighting of frequent funders of women-led campaigns, all of which helps level the playing field and obtaining a competitive advantage.
{"title":"Tackling gender disparity and achieving optimal distinctiveness in crowdfunding platforms","authors":"Vallari Chandna, Zhuoli Axelton","doi":"10.1016/j.bushor.2025.01.004","DOIUrl":"10.1016/j.bushor.2025.01.004","url":null,"abstract":"<div><div>Women entrepreneurs often encounter substantial obstacles when securing funding through crowdfunding platforms. These challenges include biases leading to funding failures, difficulties presenting and communicating their campaigns in funding-friendly formats, and a lack of strong social networks. Gender inequity in crowdfunding hinders the growth of women-led initiatives and stifles innovation and diversity in the entrepreneurial landscape. We explore the literature on crowdfunding digital platforms to shed light on the issues of gender equity regarding women entrepreneurs and propose strategies to address gender disparity in crowdfunding. More specifically, we use optimal distinctiveness theory as a foundation to propose that crowdfunding platform operators should find the best possible niche to appeal to an array of new investors while addressing gender disparity and empowering women entrepreneurs. Platforms can derive strategic advantages through distinctive value propositions that include gender-blind crowdfunding campaigns or a focus on campaign designing, thus ensuring fair evaluations based solely on project merit, which would likely foster inclusivity and equal opportunities. Crowdfunding platforms can also leverage unique offerings, such as becoming known for their network expansion support, dedicated training resources, or the highlighting of frequent funders of women-led campaigns, all of which helps level the playing field and obtaining a competitive advantage.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 3","pages":"Pages 351-360"},"PeriodicalIF":5.8,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143907956","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.bushor.2025.02.005
April E. Sellers
{"title":"The evolving landscape of women in management: An interview with Carolyn Valentine","authors":"April E. Sellers","doi":"10.1016/j.bushor.2025.02.005","DOIUrl":"10.1016/j.bushor.2025.02.005","url":null,"abstract":"","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 3","pages":"Pages 217-219"},"PeriodicalIF":5.8,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143907933","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.bushor.2025.02.001
Fouad Jamaani
This article fills a gap in the gender diversity and initial public offering (IPO) withdrawal literature by examining how female directors on boards of management at the time of offering affect withdrawal risk. The study employs a global dataset encompassing 33,535 withdrawn and completed IPOs between January 1995 and December 2019 in 22 diverse country settings with varying economic developments, legal systems, and cultural values. I utilize a cross-sectional probit estimate approach. I identify compelling evidence that a 10% increase in women’s presence on boards reduced worldwide IPO withdrawals by up to 49%. Employing female directors prior to an IPO offers a corporate governance signaling approach for IPO owners that reduces information asymmetry among IPO investors, minimizing the likelihood of IPO withdrawal. Investors in the primary market now have reliable information suggesting that investing in IPO businesses that encourage gender diversity ensures successful listing of IPOs and effective investment decisions. This is because investors’ funds placed in IPOs that are expected to be withdrawn are eventually anticipated to be refunded. If investors are required to maintain their capital in an IPO business that could, at a certain point, be withdrawn from the market, this type of investment is unquestionably worthless. To the best of the scientific community’s understanding, this is the first time that solid proof of a significant reverse relationship between the presence of female directors and withdrawal risk for IPO enterprises has been uncovered. My findings, which demonstrate the critical importance of promoting gender diversity in IPO businesses, may be useful to those organizations that regulate the primary market. In the IPO market, female directors help reduce the risk of withdrawal, which may encourage local private equity owners to float their enterprises on the primary market, thereby enhancing economic growth.
{"title":"Can female directors affect IPO withdrawal risk?","authors":"Fouad Jamaani","doi":"10.1016/j.bushor.2025.02.001","DOIUrl":"10.1016/j.bushor.2025.02.001","url":null,"abstract":"<div><div>This article fills a gap in the gender diversity and initial public offering (IPO) withdrawal literature by examining how female directors on boards of management at the time of offering affect withdrawal risk. The study employs a global dataset encompassing 33,535 withdrawn and completed IPOs between January 1995 and December 2019 in 22 diverse country settings with varying economic developments, legal systems, and cultural values. I utilize a cross-sectional probit estimate approach. I identify compelling evidence that a 10% increase in women’s presence on boards reduced worldwide IPO withdrawals by up to 49%. Employing female directors prior to an IPO offers a corporate governance signaling approach for IPO owners that reduces information asymmetry among IPO investors, minimizing the likelihood of IPO withdrawal. Investors in the primary market now have reliable information suggesting that investing in IPO businesses that encourage gender diversity ensures successful listing of IPOs and effective investment decisions. This is because investors’ funds placed in IPOs that are expected to be withdrawn are eventually anticipated to be refunded. If investors are required to maintain their capital in an IPO business that could, at a certain point, be withdrawn from the market, this type of investment is unquestionably worthless. To the best of the scientific community’s understanding, this is the first time that solid proof of a significant reverse relationship between the presence of female directors and withdrawal risk for IPO enterprises has been uncovered. My findings, which demonstrate the critical importance of promoting gender diversity in IPO businesses, may be useful to those organizations that regulate the primary market. In the IPO market, female directors help reduce the risk of withdrawal, which may encourage local private equity owners to float their enterprises on the primary market, thereby enhancing economic growth.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 3","pages":"Pages 361-383"},"PeriodicalIF":5.8,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143906153","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/S0007-6813(25)00061-8
{"title":"Inside front cover - ed board","authors":"","doi":"10.1016/S0007-6813(25)00061-8","DOIUrl":"10.1016/S0007-6813(25)00061-8","url":null,"abstract":"","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 3","pages":"Page IFC"},"PeriodicalIF":5.8,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143907931","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.bushor.2025.01.006
Ganga S. Dhanesh , Sarah Marschlich
Harmful gender stereotypes perpetuated and reinforced via gendered corporate communication can have deeply adverse consequences—particularly for women. Although a rich body of work has examined gender representation and its effects on advertising, there are hardly any insights into corporate social media communication. It is important to examine this as social media is a critical channel for stakeholder engagement, especially when leveraging its visual affordances. Hence, we conducted a visual social semiotic content analysis of 543 Instagram posts of international B2C companies to see how companies represented gender on social media and how various aspects of gender representation are related to user engagement. We found both diverse and inclusive gender portrayals and the sticky persistence of stereotypes. While women were depicted more as individual, central figures compared to men—allowing women to gain more visibility—women were more often associated with female gender-stereotypical topics than men. While no differences were found between gender representations and user engagement, user engagement differed between visuals showing men and women when considering their ethnicity. As such, we offer five evidence-based recommendations on how companies can contribute to gender equity by addressing gendered communication on social media.
{"title":"Gender representations and user engagement in social media posts of companies: Dream crazier or keep walking?","authors":"Ganga S. Dhanesh , Sarah Marschlich","doi":"10.1016/j.bushor.2025.01.006","DOIUrl":"10.1016/j.bushor.2025.01.006","url":null,"abstract":"<div><div>Harmful gender stereotypes perpetuated and reinforced via gendered corporate communication can have deeply adverse consequences—particularly for women. Although a rich body of work has examined gender representation and its effects on advertising, there are hardly any insights into corporate social media communication. It is important to examine this as social media is a critical channel for stakeholder engagement, especially when leveraging its visual affordances. Hence, we conducted a visual social semiotic content analysis of 543 Instagram posts of international B2C companies to see how companies represented gender on social media and how various aspects of gender representation are related to user engagement. We found both diverse and inclusive gender portrayals and the sticky persistence of stereotypes. While women were depicted more as individual, central figures compared to men—allowing women to gain more visibility—women were more often associated with female gender-stereotypical topics than men. While no differences were found between gender representations and user engagement, user engagement differed between visuals showing men and women when considering their ethnicity. As such, we offer five evidence-based recommendations on how companies can contribute to gender equity by addressing gendered communication on social media.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 3","pages":"Pages 301-318"},"PeriodicalIF":5.8,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143907939","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.bushor.2025.02.002
Isabel Metz , Carol T. Kulik
Women continue to be underrepresented in senior leadership roles around the world, yet few organizations are making gender equality a strategic priority. With mounting pressure from regulatory bodies for organizations to advance gender equality, male champion groups are emerging as an innovative change strategy. However, even the most enthusiastic leader can be criticized for well-intentioned gender equality efforts. As these groups multiply in Australia and elsewhere, it is important to investigate the factors that constrain their effectiveness and consider how their potential can be delivered. We used archival data to document the progress and activity of five male champion groups and conducted 41 interviews to highlight the challenges they faced. Members of an inaugural group experimented with gender equality initiatives in their organizations and publicly advocated for gender equality. In groups that followed, most members engaged in low-impact scoping activities and avoided public advocacy. As such, we highlight two unique challenges experienced by male champion groups: (1) assembling a critical mass of highly committed members and (2) managing high-status members. As groups multiply, these challenges become more visible. To combat this, we provide three recommendations for harnessing the potential of male champion groups: (1) thoroughly vet members, (2) provide realistic previews, and (3) establish group charters.
{"title":"Male champion groups for gender equality: Big potential, major challenges","authors":"Isabel Metz , Carol T. Kulik","doi":"10.1016/j.bushor.2025.02.002","DOIUrl":"10.1016/j.bushor.2025.02.002","url":null,"abstract":"<div><div>Women continue to be underrepresented in senior leadership roles around the world, yet few organizations are making gender equality a strategic priority. With mounting pressure from regulatory bodies for organizations to advance gender equality, male champion groups are emerging as an innovative change strategy. However, even the most enthusiastic leader can be criticized for well-intentioned gender equality efforts. As these groups multiply in Australia and elsewhere, it is important to investigate the factors that constrain their effectiveness and consider how their potential can be delivered. We used archival data to document the progress and activity of five male champion groups and conducted 41 interviews to highlight the challenges they faced. Members of an inaugural group experimented with gender equality initiatives in their organizations and publicly advocated for gender equality. In groups that followed, most members engaged in low-impact scoping activities and avoided public advocacy. As such, we highlight two unique challenges experienced by male champion groups: (1) assembling a critical mass of highly committed members and (2) managing high-status members. As groups multiply, these challenges become more visible. To combat this, we provide three recommendations for harnessing the potential of male champion groups: (1) thoroughly vet members, (2) provide realistic previews, and (3) establish group charters.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 3","pages":"Pages 319-330"},"PeriodicalIF":5.8,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143907954","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.bushor.2024.05.010
Stephanie Prevost
Companies need to focus on eradicating the sexual harassment of their employees at the hands of clients. Sexual harassment by clients can push valuable employees out of the company and cause the employer to be liable. In addition, addressing sexual harassment from clients can be tricky, as companies have differing policies related to acknowledging and addressing sexual harassment complaints. To combat this, companies should take proactive steps to ensure that clients are held accountable for sexual harassment with the ultimate goal of eliminating harassment entirely. This article provides recommendations for such proactive steps, including internal benchmarking, targeted policymaking, effective internal training, and the utilization of contract provisions to increase accountability.
{"title":"Proactive efforts to eliminate sexual harassment by clients","authors":"Stephanie Prevost","doi":"10.1016/j.bushor.2024.05.010","DOIUrl":"10.1016/j.bushor.2024.05.010","url":null,"abstract":"<div><div>Companies need to focus on eradicating the sexual harassment of their employees at the hands of clients. Sexual harassment by clients can push valuable employees out of the company and cause the employer to be liable. In addition, addressing sexual harassment from clients can be tricky, as companies have differing policies related to acknowledging and addressing sexual harassment complaints. To combat this, companies should take proactive steps to ensure that clients are held accountable for sexual harassment with the ultimate goal of eliminating harassment entirely. This article provides recommendations for such proactive steps, including internal benchmarking, targeted policymaking, effective internal training, and the utilization of contract provisions to increase accountability.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 3","pages":"Pages 331-340"},"PeriodicalIF":5.8,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141277511","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.bushor.2024.12.004
Lauren Beitelspacher , Katrin Fischer
At any given moment, almost a quarter of the world’s population could be experiencing perimenopause or menopause, according to the World Health Organization. Symptoms may range from severe hot flashes to intense brain fog to debilitating pain. The Mayo Clinic discovered that in the US alone, menopause causes women an estimated $1.8 billion annually owing to missed working time. Although menopause may impact almost half of the world’s population, there is still little medical, organizational, or policy research to support women during this time. In this article, we focus specifically on the work-related challenges that perimenopausal and menopausal women face as they navigate the heights of their careers while undergoing significant hormonal and bodily changes.
根据世界卫生组织（world Health Organization）的数据，在任何时候，世界上近四分之一的人口都可能处于围绝经期或更年期。症状可能从严重的潮热到强烈的脑雾到使人虚弱的疼痛。梅奥诊所发现，仅在美国，由于错过工作时间，更年期每年给女性造成约18亿美元的损失。尽管更年期可能会影响世界上近一半的人口，但在这段时间里，支持妇女的医学、组织或政策研究仍然很少。在这篇文章中，我们特别关注围绝经期和绝经期妇女在经历重大荷尔蒙和身体变化的同时，在职业生涯的高峰中所面临的与工作相关的挑战。
{"title":"Gender equity at all ages and stages: Examining stereotypes of perimenopausal and menopausal women in the workplace","authors":"Lauren Beitelspacher , Katrin Fischer","doi":"10.1016/j.bushor.2024.12.004","DOIUrl":"10.1016/j.bushor.2024.12.004","url":null,"abstract":"<div><div>At any given moment, almost a quarter of the world’s population could be experiencing perimenopause or menopause, according to the World Health Organization. Symptoms may range from severe hot flashes to intense brain fog to debilitating pain. The Mayo Clinic discovered that in the US alone, menopause causes women an estimated $1.8 billion annually owing to missed working time. Although menopause may impact almost half of the world’s population, there is still little medical, organizational, or policy research to support women during this time. In this article, we focus specifically on the work-related challenges that perimenopausal and menopausal women face as they navigate the heights of their careers while undergoing significant hormonal and bodily changes.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 3","pages":"Pages 341-349"},"PeriodicalIF":5.8,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143907955","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.bushor.2025.02.007
April E. Sellers
{"title":"Leading by example from the C-suite: An interview with Kate Trumbull, Executive Vice President, Domino's Pizza","authors":"April E. Sellers","doi":"10.1016/j.bushor.2025.02.007","DOIUrl":"10.1016/j.bushor.2025.02.007","url":null,"abstract":"","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 3","pages":"Pages 225-227"},"PeriodicalIF":5.8,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143907935","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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