Women in the boardroom: a business imperative

By C. Daily, D. Dalton. 2003

345 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/acfcd4f7d490e7c24ddc49579895a8795f3a427e

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In Gender Studies

Citations in the corpus

Board composition and forms of innovation: does diversity make a difference? (2012, background): “This supports the argument that female directors bring specific perspectives and experiences, different knowledge and expertise (Hillman et al., 2002; Daily and Dalton, 2003) that result in a positive influence of board’s ability to generate relevant innovations for targeting customers’ needs and ma”
Board Characteristics and Firm Performance: Evidence from New Zealand (2011, background): “Board diversity is supported on the ground of moral obligation to shareholders (Carver, 2002), stakeholders (Keasey, Thompson & Wright, 1997), corporate philanthropy (Coffey & Wong, 1998) and for commercial reasons (Mattis, 2000; Daily & Dalton, 2003).”
Women directors, family ownership and earnings management in Malaysia (2016, background): “In addition, resource-based theory also predicts that the presence of WOMBD and audit committee should be beneficial (Daily and Dalton, 2003).”
Female board directorship and firm performance: What really matters? (2018, background): “…a m a fi a 2 t p fi t t l e t i a i A c s t c t b B r t e d f t o s t C p S c r f G p r H m t ( t c A p c t v p ecisions related to problem-solving ( Daily and Dalton, 2003; Hill- an et al., 2002 ), enhance creativity and innovation ( Robinson and echant, 1997 ), and improve access to information…”
Women Directors on Corporate Boards: From Tokenism to Critical Mass (2011, neutral): “, 2006) but in many countries, women who serve as board members are still tokens (Daily and Dalton, 2003; Kanter, 1977a, b; Singh et al., 2001; Terjesen et al., 2009).”
Finding a ‘Normal’ Woman: Selection Processes for Board Membership (2007, background): “Daily and Dalton (2003) have argued that boards of directors need women members because they add unique strengths to the board that men do not have, because their presence signals a commitment of the board to gender equity in the entire organization, and because their presence enhances…”
Women and Employee-Elected Board Members, and Their Contributions to Board Control Tasks (2009, background): “Some studies report positive relations between women and employee-elected board members and company performance (e.g. Catalyst, 2004, 2005; Daily and Dalton, 2003; Erhardt, Werbel and Schrader, 2003; Singh, Vinnicombe and Johnson, 2001); while other studies report negative or no effects (e.”
Boardroom Diversity and its Effect on Social Performance: Conceptualization and Empirical Evidence (2013, background): “The representation of women and minority groups on boards has gradually, if slowly, increased; but company directors in North America at least still remain largely Caucasian, male and of an older age range (Daily and Dalton 2003).”