Women Directors on Corporate Boards: From Tokenism to Critical Mass

By Mariateresa Torchia, Andrea Calabro, M. Huse. 2011

1,368 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c6fd660fdafa1ea2ed3889e1743350686acf4b17

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Citations in the corpus

Female directors, board committees and firm performance (2018, positive): “This is an important point as estimates derived from these settings effectively provide the effect of appointing the first female director (O’Reilly and Main, 2012; Torchia, Calabrŏ, and Huse, 2011).”
Innovation and business performance for Spanish SMEs: New evidence from a multi-dimensional approach (2018, background): “Despite this potential subjectivity, the perception of firm’s respondents on innovation highlights the involvement of individuals in the innovation process (Torchia et al., 2011).”
Women in the boardroom and their impact on climate change related disclosure (2017, background): “Therefore, women through their specialised human capital, bring a high level of skill at idea generation and innovation (Triana et al., 2013; Torchia et al. 2011), both of which would be expected to help boards to make appropriate and necessary decisions to improve CSR.”
Does Board Gender Diversity Influence Financial Performance? Evidence from Spain (2015, background): “critical mass is essential before any material difference in performance can be observed (Torchia et al. 2011).”
Does board gender diversity affect corporate cash holdings? (2019, positive): “…group is no longer considered as token, then the perspective of the group members and the nature of the relationship between minority and majority status changes substantially since women feel more comfortable, and less constrained (Terjesen et al., 2009; Bear et al., 2010; Torchia et al., 2011).”
Female board directorship and firm performance: What really matters? (2018, background): “This is consistent with tokenism theory ( Torchia et al., 2011 ), which suggests that the effect of female directorship on corporate performance is conditional on having a critical mass of female directors for their effect to become significant.”
Appointments, Pay and Performance in UK Boardrooms by Gender (2014, background): “Other studies find a positive effect by focusing on indirect measures of performance such as innovation (Torchia et al., 2011), with some going on to link such innovation to higher company performance (Miller and del Carmen Triana, 2009; Dezso and Gaddis Ross, 2012).”
A maze of metaphors around glass ceilings (2012, background): “It was recently found in a study of 317 Norwegian firms that attaining a goal of at least three women on a corporate board was significantly correlated with higher levels of organizational innovation (Torchia et al., 2011).”
Board of Director Gender and Corporate Tax Aggressiveness: An Empirical Analysis (2017, background): “Other studies find a positive association between gender diversity of the board of directors, board monitoring, innovation, and earnings quality (e.g., Adams and Ferreira 2009; Mariateresa et al. 2011; Srinidhi et al. 2011).”