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

Research output: Contribution to journalArticlepeer-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 languageEnglish
Pages (from-to)1-38
Number of pages38
JournalGroup & Organization Management: An International Journal
Early online date18 Feb 2021
DOIs
Publication statusE-pub ahead of print - 18 Feb 2021

Keywords

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

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