A Female Style in Corporate Leadership? Evidence from Quotas

By David A. Matsa, Amalia R. Miller. 2013

908 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/0706d5de62cd0b1f076a84be17910633622299f3

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Citations in the corpus

Do Female Executives Make a Difference? The Impact of Female Leadership on Gender Gaps and Firm Performance (2019, neutral): “The literature on other countries is extremely thin: see Cardoso and Winter-Ebmer (2010) (Portugal), Ahern and Dittmar (2012) and Matsa and Miller (2013) (Norway), Smith et al. (2006) (Denmark).”
Gender diversity in boardroom and its impact on firm performance (2021, background): “On the other side, there are arguments for negative relationship between gender diversity and firm performance like (Adams & Ferreira, 2009; Jhunjhunwala & Mishra, 2012; Ujunwa et al., 2012; Matsa & Miller, 2013; Rose, 2007; Yang et al., 2019).”
Board gender diversity and firm performance: The UK evidence (2020, background): “…the findings that female representation damages value of firms based in countries with gender quota for corporate board (see Ahern & Dittmar, 2012; Matsa & Miller, 2013; Wang & Kelan, 2013), our results unequivocally indicate that two or more female appointment to the board increases firm…”
Women on board: does boardroom gender diversity affect firm risk? (2016, background): “Matsa and Miller (2013) find no change in firm leverage after the introduction of a female boardroom representation quota in Norway.”
The impact of board gender composition on dividend payouts (2017, background): “They are also more likely to hire female top executives (Matsa and Miller, 2011) but less likely to downsize the workforce (Matsa and Miller, 2013).”
Women Helping Women? Evidence from Private Sector Data on Workplace Hierarchies (2017, neutral): “…also contributes to a broader literature on how female business leaders affect lower-ranking workers, including recent studies of compensation levels, gender pay gaps (Flabbi et al., 2014; Tate & Yang, 2015; Cardoso & Winter-Ebmer, 2010), employment, and downsizing (Matsa & Miller, 2013, 2014).”
The Monitoring Role of Female Directors Over Accounting Quality (2017, neutral): “For example, Ahern and Dittmar (2012) and Matsa and Miller (2013) show that the introduction of mandated gender quotas on boards can have negative effects on firm value and performance.”
CEO Gender, Corporate Risk-Taking, and the Efficiency of Capital Allocation (2016, background): “7 Other works focusing on gender diversity in corporate boards include Matsa and Miller (2013) and Levi et al. (2010, 2014). male-owned firms.”
The Impact of Gender Diversity on the Performance of Business Teams: Evidence from a Field Experiment (2011, methodology): “While previous studies (Adams and Ferreira, 2009; Ahern and Dittmar, 2010; Matsa and Miller, 2010) use data from people who really made it into boards of directors of large companies, our study uses data from students in international business studies who run a student company for the duration of…”
To Regulate Or Not To Regulate? Early Evidence on the Means Used Around the World to Promote Gender Diversity in the Boardroom (2015, background): “Not surprisingly, in recent years, the issue of appointing more women as directors has also captured the attention of policymakers and thus the research context on gender diversity in the business establishment changed (Ahern and Dittmar, 2012; Matsa and Miller, 2013).”
Female board representation, corporate innovation and firm performance (2018, neutral): “6 Matsa and Miller (2011) and Tate and Yang (2015) show that the presence of females as CEOs and their presence as directors are highly correlated.”
On doing better science: From thrill of discovery to policy implications (2017, background): “Advocates for having more women may want to believe one thing (i.e., that more women means better performance); however, well-done science shows that it may not matter or may even reduce performance (Adams, 2016; Matsa & Miller, 2013).”