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Journal articles on the topic 'Women executives'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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1

Ayranci, Evren, and Tamer Gurbuz. "Considering Glass Ceiling in Turkey: Ideas of Executives in Education Sector Regarding Women in the Workplace." International Journal of Human Resource Studies 2, no. 4 (November 18, 2012): 126. http://dx.doi.org/10.5296/ijhrs.v2i4.2583.

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The purpose of this study is to determine, taking the “glass ceiling” into account, which factors contribute to the ideas of top education executives regarding women in the workplace and to identify whether these ideas vary depending on the executives’ demographic profile. This research included top state high school executives from Istanbul. An important conclusion was that the participants took into consideration only the “executive” qualities of the women in their workplace. In other words, they were already thinking about women in executive positions when participating. The participants ha

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2

Kunkel, Adrianne, Michael Robert Dennis, and Elisha Waters. "Contemporary University Students' Ratings of Characteristics of Men, Women, and Ceos." Psychological Reports 93, no. 3_suppl (December 2003): 1197–213. http://dx.doi.org/10.2466/pr0.2003.93.3f.1197.

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Very few women have reached the highest echelons of corporate America, perhaps because gender stereotypes, including perceptions of women that vary from those of successful executives, block their promotion and advancement. In the current study, differences in how participants perceive similarities in characteristics of successful executives and those of both men and women were studied. The scope of the extant program of research is also extended upward in the organizational hierarchy with the operationalization of executive as “CEO” (Chief Executive Officer) rather than as “manager” or “middl

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Roessle, Felix, Carolin Fleischmann, and Kathrin Roessle. "Gender diversity and financial performance in executive positions in German companies." Problems and Perspectives in Management 22, no. 2 (June 12, 2024): 571–81. http://dx.doi.org/10.21511/ppm.22(2).2024.44.

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An underrepresentation of women in executive positions has persisted for decades. This paper aims to analyze the financial impact of women in executive positions in German companies by examining the economic value added and exploring the effects of Environmental, Social, and Governance (ESG) factors and female supervisory board members on female board members. The results indicate that in the 200 largest German companies, the share of female executives increased between 2018 and 2022. Regardless of industry, female executives started at very low levels at around 4% in 2018; in 2022, this figur

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Shair-Rosenfield, Sarah, and Alissandra T. Stoyan. "Gendered Opportunities and Constraints: How Executive Sex and Approval Influence Executive Decree Issuance." Political Research Quarterly 71, no. 3 (January 5, 2018): 586–99. http://dx.doi.org/10.1177/1065912917750279.

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Do female executives exercise the authority of their office distinctly from their male counterparts? Anecdotal evidence suggests women legislators are likely to govern in a more consensual manner than men. Yet there has been little systematic research extending such claims to women in executive office. Using an original data set, we evaluate one aspect of policy agenda setting—rates of executive decree issuance—among four male–female pairs of Latin American presidents between 2000 and 2014. Female presidents are generally less prone to rule by decree, but this relationship is conditioned by pr

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Maini, Vandna. "Job Commitment of Women Executives." Management and Labour Studies 26, no. 4 (October 2001): 247–57. http://dx.doi.org/10.1177/0258042x0102600404.

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In the last few years, the number of women holding executive positions in India has greatly increased. The question that arises is how much commitment they have to their work in the face of their responsibilities to husband, home and children. A study made of 325 women executives in Ludhiana and Chandigarh revealed a significant relationship between marital status, salary drawn, age, work experience and job commitment. In many of these factors, the attitudes of the women were hardly different from those of men — a considerable change from the situation that previously prevailed both in India a

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Kroska, Amy, and Trent C. Cason. "The Gender Gap in Business Leadership: Exploring an Affect Control Theory Explanation." Social Psychology Quarterly 82, no. 1 (January 8, 2019): 75–97. http://dx.doi.org/10.1177/0190272518806292.

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We use affect control theory (ACT) and its computer simulation program, Interact, to theoretically model the interactional dynamics that women and men business executives are likely to face in the workplace, and we show how these dynamics may contribute to the gender gap in business leadership. Using data from 520 simulated events and two analysis strategies, we use ACT to develop empirically grounded hypotheses regarding these processes. The simulations suggest that women executives face a wider range of situations that require gender deviance than men executives, many of which may be unavoid

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Borman, Janice S. "Women and Nurse Executives." JONA: The Journal of Nursing Administration 23, no. 10 (October 1993): 34–41. http://dx.doi.org/10.1097/00005110-199310000-00009.

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8

Giguère, Émilie, Mariève Pelletier, Karine Bilodeau, and Louise St-Arnaud. "Breaking through the glass ceiling, but at what cost? From transitions between hierarchical levels to the diversity of ascending, lateral, or descending career paths of women executives." Australian Journal of Career Development 32, no. 1 (March 15, 2023): 60–68. http://dx.doi.org/10.1177/10384162221141350.

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The present article proposes to broaden the understanding of the life courses of women executives to include an experiential perspective of meaning built around their different life projects. Our study is based on a qualitative approach employing narrative research methodology to analyze interviews with a sample of 51 women executives. Our findings reveal key experiences and events and a diversity of transitions between hierarchical levels that characterize their career development. They also show a number of possible configurations of rapprochement, integration, distancing, or separation betw

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Osi, Enrico Cirineo, and Mendiola Teng-Calleja. "Women on top: the career development journey of Filipina business executives in the Philippines." Career Development International 26, no. 2 (February 15, 2021): 140–57. http://dx.doi.org/10.1108/cdi-05-2020-0132.

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PurposeThis paper aims to examine the experiences of Filipina women business executives occupying top-most leadership roles in male-dominated industries in the Philippines.Design/methodology/approachThis qualitative research utilized the institutional theory and a phenomenological approach with semi-structured interviews for data collection. The seven women executives were purposively selected and interviewed in-depth. Participants were renowned leaders in six male-dominated industries in the country.FindingsThree phases – growing up years, career advancement and raising a family and becoming

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10

Bertrand, Marianne, and Kevin F. Hallock. "The Gender Gap in Top Corporate Jobs." ILR Review 55, no. 1 (October 2001): 3–21. http://dx.doi.org/10.1177/001979390105500101.

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Using the ExecuComp data set, which contains information on the five highest-paid executives in each of a large number of U.S. firms for the years 1992–97, the authors examine the gender compensation gap among high-level executives. Women, who represented about 2.5% of the sample, earned about 45% less than men. As much as 75% of this gap can be explained by the fact that women managed smaller companies and were less likely to be CEO, Chair, or company President. The unexplained gap falls to less than 5% with an allowance for the younger average age and lower average seniority of the female ex

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Denizci Guillet, Basak, Anna Pavesi, Cathy H. C. Hsu, and Karin Weber. "Is there such a thing as feminine leadership? Being a leader and not a man in the hospitality industry." International Journal of Contemporary Hospitality Management 31, no. 7 (July 8, 2019): 2970–93. http://dx.doi.org/10.1108/ijchm-06-2018-0486.

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Purpose The purpose of this study is to examine and discuss whether women executives in the hospitality industry in Hong Kong adopt a feminine, masculine or gender-neutral approach to leadership. Design/methodology/approach This study focuses on women with positional power in senior-level leadership roles within the hospitality and tourism industry in Hong Kong. A qualitative approach was taken to capture the multiple dimensions of these female executive’s leadership orientations. The participants included 24 women executives. Findings Participants’ representations show that women have a multi

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Storch, Janet L. "Women Executives in Canadian Hospitals." Healthcare Management Forum 2, no. 3 (October 1989): 22–39. http://dx.doi.org/10.1016/s0840-4704(10)61224-0.

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Despite a high percentage of female graduates from health services administration (HSA) programs since the late 1970s, there is little evidence that the increase has translated into greater employment for women in the top positions in Canadian hospitals. Results of an analysis of data from a 1987 study of chief executive officers (CEOs) in Canadian hospitals are reported relative to difference by gender. These data show that women CEOs are better educated, more experienced, older and likely to be more mobile than their male counterparts. Several suggestions to increase the acceptance of women

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Forbes, J. Benjamin, James E. Piercy, and Thomas L. Hayes. "Women executives: Breaking down barriers?" Business Horizons 31, no. 6 (November 1988): 6–9. http://dx.doi.org/10.1016/0007-6813(88)90016-x.

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14

Chen, Chenxuan, and Abeer Hassan. "Management gender diversity, executives compensation and firm performance." International Journal of Accounting & Information Management 30, no. 1 (December 7, 2021): 115–42. http://dx.doi.org/10.1108/ijaim-05-2021-0109.

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Purpose This paper aims to contribute to the discussion on the executives’ team and firm performance by investigating the relationships between executives’ compensation, management gender diversity and firm financial performance in growth enterprises market (GEM) listed firms in China. Design/methodology/approach Data are collected from 461 companies listed on GEM boards during the period from the year 2016 to 2018. Specifically, executives’ compensation and female executives are set as the independent variables, and the proxy selected of corporate performance is Tobin’s Q ratio. Findings The

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Uppalury, Suma, and Kumar Bhaskar Racherla. "Social production in a collectivist culture." Gender in Management: An International Journal 29, no. 6 (July 29, 2014): 352–74. http://dx.doi.org/10.1108/gm-09-2012-0070.

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Purpose – This paper aims to study the relationship between structure and agency of Indian women executives in the area of work-life balance in a developing and globalized context. It examines social production in a collectivist culture. Design/methodology/approach – The approach is qualitative and interpretative. Semi-structured interviews of 105 senior women executives from major metropolitan cities in India (Delhi, Mumbai, Bangalore, Hyderabad and Chennai) form the rich data for this research. It uses sociological theories of McNay and Bourdieu to discuss the narratives of women executives.

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Mueller, Marcus. "Gender Differences in the Impact of Worklife on Executives’ Psychological Health." Management 26, no. 1 (January 1, 2022): 79–92. http://dx.doi.org/10.2478/manment-2019-0085.

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Summary The Impact of Worklife on Executives’ Psychological Health Purpose: This is the first scientific research studying the impact of worklife factors on executives’ psychological health by gender. The study has a particular focus on the factors of ‘Community’ and ‘Work-life balance’. Design: Survey data were collected from N=481 senior executives to measure seven worklife factors and psychological health. Standardized regression analysis was performed for each worklife in a regression model predicting psychological health by gender. Findings: Results showed significant differences between

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Shin, Taekjin. "The Gender Gap in Executive Compensation." ANNALS of the American Academy of Political and Social Science 639, no. 1 (December 15, 2011): 258–78. http://dx.doi.org/10.1177/0002716211421119.

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While many studies have explored the issue of women’s representation among top management, little is known about the gender gap in compensation among those who reached the top. Using data on 7,711 executives at 831 U.S. firms, this study investigates social-psychological factors that explain the gender gap in executive compensation. Consistent with theories on social identity and demographic similarity effects, the gender gap in executive pay is smaller when a greater number of women sit on the compensation committee of the board, which is the group responsible for setting executive compensati

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Agnihotri, Arpita, and Saurabh Bhattacharya. "Impact of female executives’ fraudulent behaviour on other women employees." International Journal of Organizational Analysis 28, no. 4 (December 19, 2019): 793–815. http://dx.doi.org/10.1108/ijoa-06-2019-1785.

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Purpose The purpose of this paper is to discuss the adverse impact of a female executive’s fraudulent behaviour on other female employees working in the same organisation. Design/methodology/approach This developmental study uses a comprehensive literature review and a set of propositions to identify the consequences of a female’s fraudulent activity on other female employees working in the focal organisation. It develops a conceptual framework for the same. Propositions are further supported by five focus group interviews. Findings Leveraging stigma-by-association theory, the paper asserts th

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Flabbi, Luca, Claudia Piras, and Scott Abrahams. "Female corporate leadership in Latin America and the Caribbean region." International Journal of Manpower 38, no. 6 (September 4, 2017): 790–818. http://dx.doi.org/10.1108/ijm-10-2015-0180.

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Purpose Despite gender parity in the general working population, the higher up one looks in ranks within the firm the fewer women one finds. This under-representation of women in top positions at firms is purportedly even more acute in Latin America and the Caribbean (LAC). LAC is a large and increasingly important region of the world where women are well-represented in the workforce and are comparatively better educated than men. Documenting if this resource is utilized at full potential is therefore of crucial importance. The purpose of this paper is to document the level and impact of femal

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Collica-Cox, Kimberly, and Dorothy M. Schulz. "Of All the Joints, She Walks Into This One: Career Motivations of Women Corrections Executives." Prison Journal 98, no. 5 (August 21, 2018): 604–29. http://dx.doi.org/10.1177/0032885518793952.

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While the number of female corrections executives is small, there is evidence that those moving up the ranks in this highly male-dominated field continue to grow. The present study, conducted with support from the Association of Women Executives in Corrections (AWEC), found that 18% of state corrections agencies were led by women. While women corrections executives’ motivations for entering the field were diverse, they centered primarily on pay and benefits. Notably, most women executives entered the corrections field unexpectedly and found they had an instant attraction to the work and did no

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21

Nelson, Debra L., and Ronald J. Burke. "Women executives: Health, stress, and success." Academy of Management Perspectives 14, no. 2 (May 2000): 107–21. http://dx.doi.org/10.5465/ame.2000.3819310.

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22

Coffey, Betty S., and Stella E. Anderson. "Career Issues for Women Association Executives." Cornell Hotel and Restaurant Administration Quarterly 39, no. 1 (February 1998): 34–39. http://dx.doi.org/10.1177/001088049803900106.

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23

Harris, Dawn, and Peter Norlander. "Where the Glass Ceiling Cracks: Features of Organizations Where Women Rise to the Top." Advancing Women in Leadership Journal 42 (April 4, 2023): 23–33. http://dx.doi.org/10.21423/awlj-v42.a363.

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Tracking a subset of firms with 20 percent or greater representation of women in top executive roles in the year 2000, we report that these firms continue to have a higher than average percentage of women in top executive roles in 2015. Gaps in the pipeline, even at these best practice firms, suggest more needs to be done to ensure a steady flow of future women leaders. Executives at these best practice firms report that sponsorship from top leadership has been key to their high levels of women in senior roles. We discuss the implications of these findings for the progress of women in the pipe

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Annesley, Claire, and Susan Franceschet. "Gender and the Executive Branch." Politics & Gender 11, no. 04 (December 2015): 613–17. http://dx.doi.org/10.1017/s1743923x15000446.

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The executive branch of government constitutes the pinnacle of political power. In principle, presidents and prime ministers, along with their cabinets, set the policy agenda, debate, and deliberate policy initiatives; introduce legislation; and oversee the implementation of public policies. Executives are the most visible political actors, representing the public “face” of government. Until very recently, executives were also the most masculinized of political institutions, with women absent entirely from the position of prime minister or president until the 1960s, and, at least until the las

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Basdekis, Charalampos, Ioannis Katsampoxakis, and Konstantinos Anathreptakis. "Women’s Participation in Firms’ Management and Their Impact on Financial Performance: Pre-COVID-19 and COVID-19 Period Evidence." Sustainability 15, no. 11 (May 27, 2023): 8686. http://dx.doi.org/10.3390/su15118686.

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At a time when gender equality is a key priority of all international organizations, this paper can be considered a remarkable contribution to the role of women executives in firms’ performance. More specifically, this study focuses on the effect of women holding positions of responsibility on firms’ performance worldwide. For the purposes of our research, we applied cross-sectional and panel data analysis for all sectors at an international level from 2019, the year preceding the breakout of the pandemic crisis, to 2021, while the indicators used to measure the participation of women in execu

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Beckwith, Karen. "Before Prime Minister: Margaret Thatcher, Angela Merkel, and Gendered Party Leadership Contests." Politics & Gender 11, no. 04 (December 2015): 718–45. http://dx.doi.org/10.1017/s1743923x15000409.

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Given that most national executives have been men, it is a commonplace to observe that access to executive power is gendered. Men have historically served as heads of government, and few women have been presidents or prime ministers. Women's numbers are increasing, however, as is research focusing on women who have achieved national executive leadership (e.g., Jalalzai 2013; Murray 2010). Such research has emphasized women's individual resources and credentials, family background, and political experience as factors contributing to their political success; research focusing on the strategic an

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Dubno, Peter. "Attitudes Toward Women Executives: A Longitudinal Approach." Academy of Management Journal 28, no. 1 (March 1985): 235–39. http://dx.doi.org/10.5465/256072.

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King, Stephen. "Women Executives: Who Cares for the Carers?" Management Development Review 7, no. 3 (June 1994): 30–32. http://dx.doi.org/10.1108/09622519410060410.

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Domingo-Tapales, Proserpina. "Women Local Chief Executives in the Philippines." Teaching Public Administration 18, no. 2 (September 1998): 1–17. http://dx.doi.org/10.1177/014473949801800201.

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Sunder, Joyce. "Challenging Role of Women Executives - a Perspective." Ushus - Journal of Business Management 1, no. 1 (January 1, 2002): 14–19. http://dx.doi.org/10.12725/ujbm.1.2.

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In this article the author highlights how women face strong prejudices and discrimination at every stage of their professional career. Thus recommends and calls for major alterations in the deepest and psychological structures instead of the slow subtle changes.

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Philippidis, Alex. "Top 10 Earners among Women Biopharma Executives." Genetic Engineering & Biotechnology News 40, no. 7 (July 1, 2020): 22–24. http://dx.doi.org/10.1089/gen.40.07.06.

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Dubno, P. "ATTITUDES TOWARD WOMEN EXECUTIVES: A LONGITUDINAL APPROACH." Academy of Management Journal 28, no. 1 (March 1, 1985): 235–39. http://dx.doi.org/10.2307/256072.

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Palmer, Alison, and Anita Bosch. "What makes representation of executive women in business happen?" Equality, Diversity and Inclusion: An International Journal 36, no. 4 (May 15, 2017): 306–20. http://dx.doi.org/10.1108/edi-09-2016-0071.

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Purpose The purpose of this paper is to identify the underlying organisational features, according to the gendered organisation theory, that have contributed to high levels of representation of women executives, contrary to the trend in the South African financial services industry. Design/methodology/approach A critical realist approach was employed, using semi-structured interviews, based on a theoretical framework of the gendered organisation. Data were aligned to the theoretical levels of critical realism. Findings The research found that the pool from which the successful candidates were

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Shawn, Hyuk. "What is the role of women in the BOD?: A focus on the financial industry." Academic Society of Global Business Administration 20, no. 3 (June 30, 2023): 158–77. http://dx.doi.org/10.38115/asgba.2023.20.3.158.

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The role of female executives is becoming increasingly important as the gender composition of the workforce shifts and stakeholders, including consumers, become more diverse. In general, female CEOs, CFOs, and other female executives help to improve corporate governance by increasing board diversity, which in turn helps to increase transparency. This study focuses on the financial industry (banking, insurance, and securities), with a focus on publicly traded companies from 2020 to 2022. While the proportion of female registered directors has been increasing in recent years, it is still signifi

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Oyster, Carol K. "Perceptions of Power." Psychology of Women Quarterly 16, no. 4 (December 1992): 527–33. http://dx.doi.org/10.1111/j.1471-6402.1992.tb00273.x.

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This research examined the perceived use of power by women executive's best and worst bosses. Using a new methodology to measure French and Raven's (1959) and Raven's (1965) power bases, members of the National Association of Female Executives responded to a survey in which they evaluated the power bases of their best and worst bosses. Male bosses were more likely than female bosses to be identified as the worst boss, whereas females and males were equally likely to be identified as the best boss, although these women probably had far more male than female bosses.

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Zhang, Xuanning. "Reasons for the Low Percentage of Female Executives in Asian Workplaces." Communications in Humanities Research 26, no. 1 (January 3, 2024): 202–8. http://dx.doi.org/10.54254/2753-7064/26/20232059.

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The underrepresentation of women in executive positions within the Asian workplace has garnered significant attention and concern within social circles. Despite the substantial economic advancements witnessed throughout Asia in recent years, there persists a prevalent issue concerning the limited status and participation of women inside the workforce. This study aims to examine the causes contributing to the underrepresentation of women in executive positions, specifically focusing on political, educational, and socio-cultural aspects. The research will employ various methods, including litera

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Dyer, M. Renee. "Women in Finance: Advice from Female Finance Executives." Applied Economics and Finance 11, no. 1 (February 27, 2024): 13. http://dx.doi.org/10.11114/aef.v11i1.6770.

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Women in the finance industry create a needed balance for corporations that can improve firm outcomes. Even with this knowledge, women are still underrepresented in the finance industry. This study is about the factors that lead women into the finance industry and those that discourage them from a career in finance. Interviews with ten women currently working in different sectors of the finance industry uncover the motives that lead them to careers in finance and areas that need to be addressed to encourage more women to choose finance as a college major and a career.

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Matsa, David A., and Amalia R. Miller. "Chipping away at the Glass Ceiling: Gender Spillovers in Corporate Leadership." American Economic Review 101, no. 3 (May 1, 2011): 635–39. http://dx.doi.org/10.1257/aer.101.3.635.

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This paper examines the role of women helping women in corporate America. Using a merged panel of directors and executives for large US corporations between 1997 and 2009, we find a positive association between the female share of the board of directors in the previous year and the female share among current top executives. The relationship's timing suggests that causality runs from boards to managers and not the reverse. This pattern of women helping women at the highest levels of firm leadership highlights the continued importance of a demand-side “glass ceiling” in explaining the slow progr

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Martínez V., Griselda. "Women executives facing the challenges of modern management." Gestión y Estrategia 13 (January 1, 1998): 70–78. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/1998n13/martinez.

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Parcel, Toby L. "Competing Devotions: Career and Family among Women Executives." Administrative Science Quarterly 51, no. 2 (June 2006): 308–10. http://dx.doi.org/10.2189/asqu.51.2.308.

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Athey, Leslie A., and Peter A. Kimball. "How Women and Men Executives Perceive Healthcare Workplaces." Journal of Healthcare Management 65, no. 5 (September 2020): 307–17. http://dx.doi.org/10.1097/jhm-d-20-00179.

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Beck, D. "EEO in senior management: Women executives in Westpac." Asia Pacific Journal of Human Resources 43, no. 2 (August 1, 2005): 273–88. http://dx.doi.org/10.1177/1038411105055063.

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43

Riley, Kathryn A., and Judy White. "Pathways to leadership: Issues for women chief executives." Public Money & Management 14, no. 3 (July 1994): 39–43. http://dx.doi.org/10.1080/09540969409387827.

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Takagi, Haruo. "Aspirations of Women Executives: A U.S.-Japan Comparison." Japanese Economic Studies 17, no. 2 (December 1988): 23–47. http://dx.doi.org/10.2753/jes1097-203x170223.

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45

Collica-Cox, Kimberly, and Dorothy M. Schulz. "Women Wardens and Correction Executives: Paths to Leadership." Corrections 4, no. 2 (November 8, 2017): 89–111. http://dx.doi.org/10.1080/23774657.2017.1389317.

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46

Patel, Sonal J., and Brian H. Kleiner. "THE PRICE CORPORATIONS MUST PAY FOR WOMEN EXECUTIVES." Equal Opportunities International 9, no. 2 (February 1990): 9–12. http://dx.doi.org/10.1108/eb010527.

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47

Everett, Linda, Debbie Thorne, and Carol Danehower. "Cognitive moral development and attitudes toward women executives." Journal of Business Ethics 15, no. 11 (November 1996): 1227–35. http://dx.doi.org/10.1007/bf00412821.

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48

Jasper, Cynthia R. "Women executives and business owners: A new philanthropy." New Directions for Philanthropic Fundraising 2005, no. 50 (2005): 55–68. http://dx.doi.org/10.1002/pf.128.

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Akpinar-Sposito, Cansu. "Career Barriers for Women Executives and the Glass Ceiling Syndrome: The Case Study Comparison between French and Turkish Women Executives." Procedia - Social and Behavioral Sciences 75 (April 2013): 488–97. http://dx.doi.org/10.1016/j.sbspro.2013.04.053.

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Guedjali, Assia. "Careers of Algerian Women Managers: The Psychological Drivers of Discrimination in Professional Careers." Business Ethics and Leadership 7, no. 2 (2023): 1–8. http://dx.doi.org/10.21272/bel.7(2).1-8.2023.

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Today, the texts governing the Algerian economy claim equality between men and women in the labour market: no training, no profession, and no position of responsibility is legally closed to women. Algerian law prohibits all discrimination in hiring and career development. The imbalance has even been reversed in one essential respect: women are entering the university field more than men and are more successful. However, they account for only 19% (ONS, 2020) of the working population and are still only marginally present in positions of responsibility in the public and private sectors. However,

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