Gender faultline strength on boards of directors and strategic change: the role of environmental conditions

Jie Wu; Maria Triana; Orlando Richard; Luman Yu

doi:10.1177/1059601121992889

Gender faultline strength on boards of directors and strategic change: the role of environmental conditions

Jie Wu^* (Corresponding Author), Maria Triana, Orlando Richard, Luman Yu

^*Corresponding author for this work

Business Management

Research output: Contribution to journal › Article › peer-review

Abstract

Drawing on the notion of “faultlines” and the upper echelons perspective, we argue that the gender faultline strength of a board of directors (BOD) is negatively related to strategic change. More interestingly, while gender faultline strength negatively relates to strategic change under low levels of environmental complexity, environmental dynamism, and environmental munificence, it is positively related to strategic change when environmental complexity, environmental dynamism, and environmental munificence are at high levels. The analyses of panel data of 5,781 firm-year observations of 1,171 Chinese firms provide support for the hypotheses.

Original language	English
Pages (from-to)	1-38
Number of pages	38
Journal	Group & Organization Management: An International Journal
Early online date	18 Feb 2021
DOIs	https://doi.org/10.1177/1059601121992889
Publication status	E-pub ahead of print - 18 Feb 2021

Keywords

board of directors
demographic faultlines
gender faultline strength
strategic change
upper echelons

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10.1177/1059601121992889Licence: CC BY

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abstract = "Drawing on the notion of “faultlines” and the upper echelons perspective, we argue that the gender faultline strength of a board of directors (BOD) is negatively related to strategic change. More interestingly, while gender faultline strength negatively relates to strategic change under low levels of environmental complexity, environmental dynamism, and environmental munificence, it is positively related to strategic change when environmental complexity, environmental dynamism, and environmental munificence are at high levels. The analyses of panel data of 5,781 firm-year observations of 1,171 Chinese firms provide support for the hypotheses. ",

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