Previously published as: Women In Management Review
Online from: 2005
Subject Area: Human Resource Management
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|Title:||Locating women board members in gendered director networks|
|Author(s):||Rosanne Jane Hawarden, (Massey University, Christchurch, New Zealand), Stephen Marsland, (Massey University, Christchurch, New Zealand)|
|Citation:||Rosanne Jane Hawarden, Stephen Marsland, (2011) "Locating women board members in gendered director networks", Gender in Management: An International Journal, Vol. 26 Iss: 8, pp.532 - 549|
|Keywords:||Gender, Glass ceiling, Network diversity, New Zealand, Women directors|
|Article type:||Research paper|
|DOI:||10.1108/17542411111183866 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – Despite the extensive study of director interlocks very little is known about gendered director networks. Boards of directors are primarily male; globally, only 5-20 per cent of directors are women and change is described as glacially slow. The extent to which women directors are central to the network, or pushed to the margins, is unknown. Using the tools of social network analysis we extract the components of three director networks, a global and two national networks and locate the women directors. The paper aims to examine the persistence of director networks over time to determine whether gender related differences – apart from size – contribute to the apparent resistance to change.
Design/methodology/approach – The paper uses a longitudinal approach, comparing director networks on a global network scale (2004 and 2007
Findings – Female directors are more likely to be found in the largest connected component of the mixed gender network, indicating that they are not marginalised. Despite high turnover rates, director networks are stable over time which may manifest as resistance to change.
Originality/value – The structure of gendered director networks is unknown and the location of women directors in the network components has not been considered in board diversity research. The results point to an underlying gender equity in all director networks. A new theoretical approach, glass network theory, has implications for boardroom diversity interventions.
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