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

20 Citations (Scopus)

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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.

Original language	English
Pages (from-to)	564-601
Number of pages	38
Journal	Group & Organization Management: An International Journal
Volume	46
Issue number	3
Early online date	18 Feb 2021
DOIs	https://doi.org/10.1177/1059601121992889
Publication status	Published - 1 Jun 2021

Bibliographical note

Open Access via Jisc Sage Agreement
Acknowledgments
We are grateful to Xinhe Zhang for her contributions to earlier versions of this article

Keywords

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

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10.1177/1059601121992889Licence: CC BY

Wu_et_al_GOM_GenderFaultlineStrength_VoR
https://creativecommons.org/licenses/by/4.0/This article is distributed under the terms of the Creative Commons Attribution 4.0 License (https://creativecommons.org/licenses/by/4.0/) which permits any use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access page (https://us.sagepub.com/en-us/nam/open-access-at-sage).
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Cite this

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

Abstract

Bibliographical note

Keywords

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