Does board gender enhance Palestinian firm performance? The moderating role of corporate social responsibility

Abstract

Purpose

This study aims to examine how the salient board gender diversity among board directors affects firm performance both directly and indirectly, through the role of corporate social responsibility (CSR) in listed firms on the Palestine Stock Exchange over the period 2010–2017.

Design/methodology/approach

Based on panel data of 384 observations from all firms listed on the Palestine Security Exchange during the period from 2010 to 2017, this study uses panel data regression to examine the effect of the predictors on firm performance. In addition, to mitigate the endogeneity issue, the analysis was repeated by using one-step generalized method of moments.

Findings

The results show that board gender diversity has a positive and insignificant influence on firm performance. However, under the moderating effect of CSR, the finding turns from positive insignificant to positive significant.

Originality/value

The study is timely given that gender diversity plays pivotal roles in determining the performance in terms of monitoring and controlling and further willing to engage in social responsibility. The prior research in Palestine has never investigated the effect of board gender diversity. As such, Palestine has not established a legal quota of minimum female representation on boards, and because of it, the country has weak women’s representation among firms. It, therefore, becomes a necessity to examine the influence of board gender diversity on the financial performance of listed firms in Palestine. Besides, the mixed result in previous literature on the board gender diversity and firm performance indicates that there is an indirect effect that needs alternative explanations.

Citation

Saleh, M.W.A., Zaid, M.A.A., Shurafa, R., Maigoshi, Z.S., Mansour, M. and Zaid, A. (2021), "Does board gender enhance Palestinian firm performance? The moderating role of corporate social responsibility", Corporate Governance, Vol. 21 No. 4, pp. 685-701. https://doi.org/10.1108/CG-08-2020-0325