Re:Gender works to end gender inequity and discrimination against girls and women by exposing root causes and advancing research-informed action. Working with multiple sectors and disciplines, we are shaping a world that demands fairness across difference.
Women represent half of our global workforce at the recruitment level, and 15 percent of the partnership, a number which continues to increase each year. Although great progress has been made to help women climb the corporate ladder, we know we need to do more.
Organization that takes a very international approach to work with others to move from 20th century mindsets, management styles and marketing approaches to more progressive 21st century forms -- this time including women.
OECD projections suggest that in just eleven years, seven out of ten graduates will be women in many countries across the world. It is crucial that men recognize that gender balance and the encouragement of women is a business imperative in today’s tough times.
We show that female directors have a significant impact on board inputs and firm outcomes. In a sample of US firms, we find that female directors have better attendance records than male directors, male directors have fewer attendance problems the more gender-diverse the board is, and women are more likely to join monitoring committees. These results suggest that gender-diverse boards allocate more effort to monitoring. Accordingly, we find that CEO turnover is more sensitive to stock performance and directors receive more equity-based compensation in firms with more gender-diverse boards. However, the average effect of gender diversity on firm performance is negative. This negative effect is driven by companies with fewer takeover defenses. Our results suggest that mandating gender quotas for directors can reduce firm value for well-governed firms.
Scholars and practitioners have long argued that females exhibit a distinctive and particularly effective managerial style. Yet, less than a third of the largest U.S. corporations have a single female senior executive, raising the question of whether women are in fact effective as senior managers, and, if so, under what circumstances.
The relatively low proportion of women in academic science and engineering (S&E) has been the topic of numerous recent books, reports, and workshops. Data for 2006 show that women continue to constitute a much lower percentage of S&E full professors than their share of S&E doctorates awarded in that year. Even in psychology, a field heavily dominated by women, women were less than half of all full professors, even though they earned well more than half of doctorates in 2006.