Locating women board members in gendered director networks

Gender in Management: An International Journal

Volumn 26, Issue 8, 2011, Pages 532-549

  Hawarden, Rosanne Jane ^a   Marsland, Stephen ^a  

^a MASSEY UNIVERSITY   (New Zealand)

Author keywords

Gender; Glass ceiling; Network diversity; New Zealand; Women directors

Indexed keywords

EID: 81055143994     PISSN: 17542413     EISSN: None     Source Type: Journal    
DOI: 10.1108/17542411111183866     Document Type: Article

References (58)

1. Alexander, M. (2003), “Boardroom networks among Australian company directors, 1976 and 1996: the impact of investor capitalism”, Journal of Sociology, Vol. 39, pp. 231–51.
2. Alexander, M., Murray, G. and Houghton, J. (1994), “Business power in Australia: the concentration of company directorships holding among the top 250 companies”, Australian Journal of Political Science, Vol. 29, pp. 40–61.
3. Barabási, A.-L. (2003), Linked: The New Science of Networks, Penguin Books, New York, NY.
4. Barabási, A.-L. and Bonabeau, E. (2003), “Scale-free networks”, Scientific American, May, pp. 50–9.
5. Battiston, S. and Catanzaro, M. (2004), “Statistical properties of corporate board and director networks”, European Physical Journal, Vol. 38, pp. 345–52.
6. Battiston, S., Bonabeau, E. and Weisbuch, G. (2003), “Decision making dynamics in corporate boards”, Physica A, Vol. 322, pp. 567–82.
7. Baxter, J. and Wright, E. (2000), “The glass ceiling hypothesis: a comparative study of the United States, Sweden, and Australia”, Gender and Society, Vol. 14 No. 2, pp. 275–94.
8. Bellar, S., Helms, M. and Arfken, D. (2004), “The glacial change”, Business Perspectives, Vol. 16 No. 2, pp. 30–7.
9. Borgatti, S., Everett, M. and Freeman, L. (2002), UCINET for Windows: Software for Social Network Analysis, Analytic Technologies, Harvard, MA.
10. Böhler, D., Rapp, M. and Wolff, M. (2010), “Director networks, firm performance, and shareholder base retrieved from social sciences research network”, available at: http://ssrn.com/abstract=1691241.
11. Buchanan, M. (2002), Nexus: Small-worlds and the Groundbreaking Science of Networks, W.W. Norton, New York, NY.
12. Burke, R. (2000), “Company size, board size and numbers of women corporate directors”, in Burke, R. and Mattis, M. (Eds), Women on Corporate Boards of Directors: International Challenges and Opportunities, Kluwer Academic Publishers, Dordrecht.
13. Burke, R. and Mattis, M. (2000), Women on Corporate Boards of Directors: International Challenges and Opportunities, Kluwer Academic Publishers, Dordrecht.
14. Callaway, D., Hopcroft, J., Kleinberg, J., Newman, M. and Strogatz, S. (2001), “Are randomly grown graphs really random?”, Physical Review E, Vol. 64, p. 041902.
15. Carter, D., Simkins, B. and Simpson, W. (2003), “Corporate governance, board diversity, and firm value”, Financial Review, Vol. 38 No. 1, pp. 33–53.
16. Conyon, M. and Mallin, C. (1997), “Women in the boardroom: evidence from large UK companies”, Corporate Governance, Vol. 5 No. 3, pp. 112–17.
17. Conyon, M. and Muldoon, M. (2006), “The small-world of corporate boards”, Journal of Business Finance & Accounting, Vol. 33 Nos 9/10, pp. 1321–43.
18. CWDI (2004), CWDI 2004 Report: Women Board Directors of the Fortune Global 200 United States, Corporate Women Directors International, Washington, DC.
19. CWDI (2007), CWDI 2007 Report: Women Board Directors of the Fortune Global 200 United States, Corporate Women Directors International, Washington, DC.
20. Davis, G. (1996), “The significance of board interlocks for corporate governance”, Corporate Governance, Vol. 4, pp. 154–9.
21. Davis, G.F., Yoo, M. and Baker, W.E. (2003), “The small-world of the American corporate elite, 1982-2001”, Strategic Organization, Vol. 1 No. 3, pp. 301–26.
22. de Anca, C. (2008), “Women on corporate boards of directors in Spanish listed companies”, in Vinnicombe, S., Singh, V., Burke, R., Bilimoria, D. and Huse, M. (Eds), Women on Corporate Board of Directors: International Research and Practice, Edward Elgar, Cheltenham, pp. 96–107.
23. Farrell, K. and Hersch, P. (2005), “Additions to corporate boards: the effects of gender”, Journal of Corporate Finance, Vol. 11, pp. 85–106.
24. Firth, M. (1987), “Multiple directorships and corporate interlocks in New Zealand firms”, Journal of Sociology, Vol. 23 No. 2, pp. 274–81.
25. Galbreath, J. (2011), “Are there gender-related influences on corporate sustainability? A study of women on boards of directors”, Journal of Management & Organization, Vol. 17, pp. 17–38.
26. Hawarden, R. (2010), “Glass networks: the network structure of women directors on corporate boards”, doctoral dissertation, available at: http://muir.massey.ac.nz/handle/10179/2047 (accessed 1 February 2011).
27. Hawarden, R. and Stablein, R. (2008), “New Zealand woman directors: many aspire but few succeed”, in Vinnicombe, S., Singh, V., Burke, R.J., Bilimoria, D. and Huse, M. (Eds), Women on Corporate Board of Directors: International Research and Practice, Edward Elgar, Cheltenham.
28. Hillman, A.J., Cannella, J.J. and Harris, I.C. (2002), “Women and racial minorities in the boardroom: how do directors differ?”, Journal of Management, Vol. 28 No. 6, pp. 747–63.
29. Huse, M. (2007), Boards, Governance and Value Creation, Cambridge University Press, New York, NY.
30. Joy, L. (2008), “Women board directors in the United States: an eleven year retrospective”, in Vinnicombe, S., Singh, V., Burke, R.J., Bilimoria, D. and Huse, M. (Eds), Women on Corporate Board of Directors: International Research and Practice, Edward Elgar Publishers, Cheltenham, pp. 15–23.
31. Kogut, B. and Walker, G. (2001), “The small-world of Germany and the durability of national networks”, American Sociological Review, Vol. 66 No. 3, pp. 317–35.
32. Kono, C., Palmer, D., Friedland, R. and Zafonte, M. (1998), “Lost in space: the geography of corporate interlocking directorates”, The American Journal of Sociology, Vol. 103 No. 4, pp. 863–911.
33. McGregor, J. and Fountaine, S. (2006), New Zealand Census of Women's Participation: Human Rights Commission and New Zealand Centre for Women's Leadership, Massey University, Palmerston North.
34. Mizruchi, M. (1996), “What do interlocks do? An analysis, critique, and assessment of research on interlocking directorates”, Annual Review of Sociology, Vol. 22, pp. 271–98.
35. Murray, G. (2001), “Interlocking directorates: what do they tell about corporate power in Australia?”, Journal of Australian Political Economy, Vol. 47, pp. 5–26.
36. Newman, M. (2002), “Assortative mixing in networks”, Physical Review Letters, Vol. 89 No. 20, p. 208701.
37. Newman, M. (2003a), “Mixing patterns in networks”, Physical Review E, Vol. 67, p. 026126.
38. Newman, M. (2003b), “The structure and function of complex networks”, SIAM Review, Vol. 45 No. 2, pp. 167–256.
39. Newman, M. and Park, J. (2003), “Why social networks are different from other types of networks”, Physical Review E, Vol. 68, p. 036122.
40. Newman, M., Barabási, A.-L. and Watts, D. (Eds) (2006), The Structure and Dynamics of Networks, Princeton University Press, Princeton, NJ.
41. Newman, M., Strogatz, S. and Watts, D. (2001), “Random graphs with arbitrary degree distributions and their applications”, Physical Review E, Vol. 64, p. 026118.
42. Nguyen, H. and Faff, R. (2007), “Impact of board size and board diversity on firm value: Australian evidence”, Corporate Ownership and Control, Vol. 4 No. 2, pp. 24–32.
43. Reddy, K., Locke, S. and Scrimgeour, F. (2011), “Improving performance in New Zealand's public corporations: the effect of governance practices”, Governance, Vol. 24 No. 3, pp. 517–56.
44. Ross-Smith, A. and Bridge, J. (2008), “‘Glacial at best’: women's progress on corporate boards in Australia”, in Vinnicombe, S., Singh, V., Burke, R.J., Bilimoria, D. and Huse, M. (Eds), Women on Corporate Board of Directors: International Research and Practice, Edward Elgar, Cheltenham.
45. Roy, M., Fox, M. and Hamilton, R. (1994), “Board size and potential corporate and director interlocks in Australasia 1984-1993”, Australian Journal of Management, Vol. 19 No. 2, pp. 201–17.
46. Scott, J. (2000), Social Network Analysis: A Handbook, 2nd ed., Sage, London.
47. Sealy, R., Singh, V. and Vinnicombe, S. (2007), The Female FTSE Report 2007, Cranfield School of Management, Cranfield.
48. Sealy, R., Vinnicombe, S. and Singh, V. (2008), The Female FTSE Report 2008: A Decade of Delay, Cranfield School of Management, Cranfield.
49. Seierstad, C. and Opsahl, T. (2011), “For the few not the many? The effects of affirmative action on presence, prominence, and social capital of women directors in Norway”, Scandinavian Journal of Management, Vol. 27, pp. 44–54.
50. Shilton, J., McGregor, J. and Tremaine, M. (2010), “Feminizing the boardroom: a study of the effects of corporatization on the number and status of women directors in New Zealand companies”, Gender in Management: An International Journal, Vol. 25 No. 4, pp. 275–84.
51. Strogatz, M. (2001), “Exploring complex networks”, Nature, Vol. 410 No. 6825, pp. 268–76.
52. Strogatz, S. (2003), Sync: The Emerging Science of Spontaneous Order, Hyperion Books, New York, NY.
53. Tan, M. and Keong, L. (2006), “Directorship interlocks in Singapore: a social network analysis”, Corporate Ownership and Control, Vol. 4 No. 1, pp. 65–76.
54. Terjesen, S., Sealy, R. and Singh, V. (2009), “Women directors on corporate boards: a review and research agenda”, Corporate Governance: An International Review, Vol. 17 No. 3, pp. 320–37.
55. Useem, M. (1984), The Inner Circle: Large Corporations and the Rise of Business Political Activity in the US and UK, Oxford University Press, New York, NY.
56. Vinnicombe, S. (2011), “Reflections on ‘locks and keys to the boardroom’”, Gender in Management: An International Journal, Vol. 26 No. 3, p. 2011.
57. Vinnicombe, S., Singh, V., Burke, R., Bilimoria, D. and Huse, M. (Eds) (2008), Women on Corporate Board of Directors: International Research and Practice, Edward Elgar, Cheltenham.
58. Walker, G. and Borrowdale, A. (1994), “Interlocking directorships in New Zealand publically listed companies”, Company and Securities Law Journal, Vol. 12, pp. 331–5.