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  1. Does Confucianism Reduce Board Gender Diversity? Firm-Level Evidence from China.Xingqiang Du - 2016 - Journal of Business Ethics 136 (2):399-436.
    This study extends previous literature on the association between Confucianism and corporate decisions by examining Confucianism’s influence on board gender diversity. Using a sample of Chinese listed firms during the period of 2001–2011 and geographic-proximity-based Confucianism variables, I provide strong and consistent evidence to show that Confucianism is significantly negatively associated with board gender diversity, suggesting that the proportion of women directors in the boardroom is significantly lower for firms surrounded by strong Confucianism atmosphere than for firms located in regions (...)
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  • Leadership: Philosophical Perspectives and Qualitative Analysis of Ethics—Looking Back, Looking Forward, Looking Around.Karianne Kalshoven & Scott Taylor - 2018 - Journal of Business Ethics 148 (1):1-3.
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  • Women Directors and Corporate Social Performance: An Integrative Review of the Literature and a Future Research Agenda. [REVIEW]Giovanna Campopiano, Patricia Gabaldón & Daniela Gimenez-Jimenez - 2022 - Journal of Business Ethics 182 (3):717-746.
    This paper presents a literature review offering a thorough and critical systematization of articles investigating the influence of women directors on corporate social performance (CSP). We review the state-of-the-art literature in terms of its key assumptions, theories, and conceptualization of CSP. Our analysis shows a misfit between the theorization and operationalization of gender diversity, especially in quantitative empirical studies, which represent the majority of articles. In our overview of both conceptual and empirical studies, we identified three main theoretical dimensions, which (...)
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  • Enabling the Voices of Marginalized Groups of People in Theoretical Business Ethics Research.Kristian Alm & David S. A. Guttormsen - 2021 - Journal of Business Ethics 182 (2):303-320.
    The paper addresses an understudied but highly relevant group of people within corporate organizations and society in general—the marginalized—as well as their narration, and criticism, of personal lived experiences of marginalization in business. They are conventionally perceived to lack traditional forms of power such as public influence, formal authority, education, money, and political positions; however, they still possess the resources to impact their situations, their circumstances, and the structures that determine their situations. Business ethics researchers seldom consider marginalized people’s voices (...)
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  • The Carrot or the Stick: Self-Regulation for Gender-Diverse Boards via Codes of Good Governance.Heike Mensi-Klarbach, Stephan Leixnering & Michael Schiffinger - 2019 - Journal of Business Ethics 170 (3):577-593.
    Scholars have emphasized the potential of self-regulation, realized through ‘codes of good governance’, to improve gender diversity on boards. Yet, unconvinced of the effectiveness of this self-regulation, many regulators have implemented mandatory quota laws. Our study sheds light on this dilemma. Seeking to broaden our conceptual knowledge of how such ‘codes’ work in the specific case of gender diversity on boards, we ask: Under which conditions is self-regulation via voluntary principles of good governance effective? Expanding recent institutional-theory perspectives from the (...)
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  • A rights-based approach to board quotas and how hard sanctions work for gender equality.Kate Clayton-Hathway, Elisabeth K. Kelan & Anne Laure Humbert - 2019 - European Journal of Women's Studies 26 (4):447-468.
    This article examines whether progress in women’s access to decision-making positions is best achieved through increased levels of development or targeted actions. Drawing on European data for the period 2006–2018, the article examines the association between how gender equal a country is and legislated measures such as board quotas with women’s representation on boards. The analysis then explores how this can be nuanced by differentiating between hard sanctions, soft sanctions and codes of governance. It shows that board quotas cannot be (...)
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