Managerial Gender Diversity and Firm Performance: An Integration of Different Theoretical Perspectives

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2016-02-01
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Werbel, James D.
Hofmann, Heike
Henriques, Paulo
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Schwab, Andreas
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Management and Entrepreneurship

The Department of Management and Entrepreneurship seeks to provide students with the knowledge of organizations and management functions within organizations. Graduates will be able to understand work-related behavior, competitive strategy and advantage, strategies of international business, and human-resource management practices.

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The Department of Management was formed in 1984 in the College of Business Administration (later College of Business).

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1984 - present

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Statistics
As leaders in statistical research, collaboration, and education, the Department of Statistics at Iowa State University offers students an education like no other. We are committed to our mission of developing and applying statistical methods, and proud of our award-winning students and faculty.
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This study examines the relationship between managerial gender diversity and firm performance. It outlines how extremely low and extremely high levels of managerial gender diversity can trigger group processes that can impede the attainment of the performance benefits associated with moderate levels of managerial gender diversity. Findings from a longitudinal panel data from financial service firms in Portugal suggest the effects of managerial gender diversity on firm performance are best captured by a nonlinear function with two breaking points. This study introduces a framework that combines different theoretical perspectives focused on tokenism, sub-group formation, divergent thinking, and other group processes linked to positive and negative gender-diversity consequences. Corresponding overall firm-performance outcomes are contingent upon the level of managerial gender diversity.

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This article is from Group and Organization Management, February 2016, 41(1); 5-31. Posted with permission.

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Fri Jan 01 00:00:00 UTC 2016
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