Bridging the gender gap: factors enabling female directors to affect the appointment of female CEOs

You, Ji Hae

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https://hdl.handle.net/2142/90931 Copy

Description

Title

Bridging the gender gap: factors enabling female directors to affect the appointment of female CEOs

Author(s)

You, Ji Hae

Issue Date

2016-04-21

Director of Research (if dissertation) or Advisor (if thesis)

Shin, Taekjin

Doctoral Committee Chair(s)

Shin, Taekjin

Committee Member(s)

• Olson, Craig
• Aguilera, Ruth
• Bednar, Michael

Department of Study

School of Labor & Empl. Rel.

Discipline

Human Res & Industrial Rels

Degree Granting Institution

University of Illinois at Urbana-Champaign

Degree Name

Ph.D.

Degree Level

Dissertation

Date of Ingest

2016-07-07T21:17:48Z

Keyword(s)

• Board gender diversity
• CEO succession

Abstract

This dissertation examines the effect of female board representation on the probability that a firm will appoint a woman to the CEO position. To study the relationship, I first draw on social identity theory to explain female directors’ preference for a female CEO candidate. Then, considering that female directors' minority status may constrain their ability to affect group decisions, I supplement social identity theory with critical mass theory to argue that increasing the number of female directors beyond a certain point will empower them to become more influential in CEO appointment decisions, and this empowerment, in turn, will increase the likelihood that firms will appoint a female CEO. Furthermore, I argue that the positive effect of female board representation on the probability of women being appointed to the CEO position is stronger under two organizational conditions: (1) when directors have an opportunity to observe or work with women in the upper echelons of other firms through board interlock ties and (2) when the organization or industry has a higher-level of female-friendliness. I test this argument by analyzing 1,096 CEO succession events in large United States firms from 1998 to 2012. I found that the likelihood of appointing a female CEO significantly rises once the board has three female directors. The results also demonstrate that the relationship between the proportion of female directors and the likelihood of appointing a female CEO is stronger when directors have interlock ties with firms having women in the upper echelons and when the firm and the industry the firm belongs to have a high proportion of female executive managers.

Graduation Semester

2016-05

Type of Resource

text

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http://hdl.handle.net/2142/90931

Copyright and License Information

Copyright 2016 Ji Hae You

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