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  1. Are Director Equity Policies Exclusionary?Dan R. Dalton - 2003 - Business Ethics Quarterly 13 (4):415-432.
    Abstract:This paper examines two recent trends relative to boards of directors’ compensation, and their potential incompatibility. There has been some progress in increasing board diversity, specifically the inclusion of women and minorities on boards. The increasing trend requiring directors to hold/purchase equity as a requirement of board membership may seriously compromise further improvements in diversifying boards. Also, an increasing number of companies compensate directors partially or fully in stock grants and options. These compensation policies may be exclusionary, especially for women (...)
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  • Gender-based barriers to senior management positions: Understanding the scarcity of female CEOs. [REVIEW]Judith G. Oakley - 2000 - Journal of Business Ethics 27 (4):321 - 334.
    Although the number of women in middle management has grown quite rapidly in the last two decades, the number of female CEOs in large corporations remains extremely low. This article examines many explanations for why women have not risen to the top, including lack of line experience, inadequate career opportunities, gender differences in linguistic styles and socialization, gender-based stereotypes, the old boy network at the top, and tokenism. Alternative explanations are also presented and analyzed, such as differences between female leadership (...)
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  • Does Female Representation on Boards of Directors Associate With Fortune's “100 Best Companies to Work For” List?Richard A. Bernardi, Susan M. Bosco & Katie M. Vassill - 2006 - Business and Society 45 (2):235-248.
    This study examines the influence of women in business using a sample of firms on Fortune's “100 Best Companies to Work For” list and is an extension of Bernardi et al.'s work. We use the data from Bernardi et al. to determine whether a higher representation of women on a board signals an increased commitment of a firm to a quality environment and employment characteristics necessary to establish the firm on Fortune's “100 Best Companies to Work For” list. Our findings (...)
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  • Women in the Boardroom: How Do Female Directors of Corporate Boards Perceive Boardroom Dynamics? [REVIEW]Gro Ellen Mathisen, Torvald Ogaard & Einar Marnburg - 2013 - Journal of Business Ethics 116 (1):87-97.
    This study investigated how female directors of corporate boards of directors (BoD) experience boardroom dynamics. The study represents an initial research trend that moves from a unilateral focus on financial outcomes of female representation in BoDs toward stronger attention on the social dynamics in the boardroom. Drawing on social identity theory, the study proposed that female directors often constitute an out-group within the BoD, preventing them from experiencing positive board dynamics. More specifically, the study explored the extent to which female (...)
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  • Virtuous individuals, organizations and political economy: A new age theological alternative to capitalism. [REVIEW]Denis Collins - 2000 - Journal of Business Ethics 26 (4):319 - 340.
    With the dramatic collapse of bureaucratic dictatorial socialism, Business Ethicists need an antithesis to capitalism to enrich our reformist writings. Reliance on self-regulation and requesting that business executives behave in a socially responsible manner are necessary, but not sufficient, conditions for creating a "good society." The purpose of this article is to introduce readers to the works of two new age theologians – Neale Donald Walsch and Reverend Sun Myung Moon – who offer an alternative vision and paradigm for understanding (...)
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  • Gender Stereotyping by Location, Female Director Appointments and Financial Performance.Ying Li Compton, Sok-Hyon Kang & Zinan Zhu - 2019 - Journal of Business Ethics 160 (2):445-462.
    We investigate whether female board representation and firms’ financial performance are related and whether the relationship differs for firms located in more prejudicial environments. As a proxy for prejudicial environment, we use two geographical indicators: whether a firm is headquartered in a conservative “red” state or in a liberal “blue” state and whether the firm is located in regions where residents possess more stereotypical attitudes about gender equality. We find that both financial performance and female board representation are lower for (...)
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