A qualitative study, based on interviews and roundtable discussions with 79 women in the financial sector, identifies 10 action steps companies can take to encourage and enable women to overcome gender barriers to promotions and leadership positions.
The use of hiring algorithms willing to ‘explore’ job candidates with profiles that differ from past successful candidates increases the diversity of a firm’s workforce, a new study shows.
Societal expectations concerning gender and leadership attributes pull women leaders in opposite directions: if strong, they are criticized for not being empathetic or likeable; if empathetic, they are criticized for not being strong enough. The best women leaders thrive by managing these tensions through a paradox mindset.
Two academics argue that the current push for corporations to focus on nebulous stakeholder value rather than traditional shareholder value only provides cover for underperforming managers.
Self-imposed constraints undermine employers’ resolve to promote employee health and wellness. When employers fully accept the link between healthy employees and long-term profitability, the once insurmountable constraints can be quickly resolved.
Research shows that when faced with negative attention for their lack of diversity, companies strive to reach the level of diversity found in similar companies. Once they reach this threshold, however, they are satisfied and cease their diversity efforts. The result is an invisible cap on diversity imposed by social norms thresholds.
Research-based on Norway’s pioneering quota for corporate boards reveals the positive impact of demand-side pressure to resolve the gender gap in corporate top leadership—and the contribution gender differences bring to corporate strategies and outcomes.
The best entrepreneurship education and training (EET) programs for women, especially in developing countries, focus not only on the program goals and its contents or curriculum but also on often-overlooked human factors — e.g. the intentions of the participants — and the contextual environment in which the entrepreneurs will be working.
A new study based on male teacher reactions to female principals — based on 40 years of data — sheds light on continued biases against female leaders in all industries and sectors.
Shareholder complaints reduce firm value. A study shows how firms successfully combat this effect by increasing their advertising. However, turning to advertising should not be the first step in response to what might be legitimate shareholder concerns.
Recycling public service campaigns aimed at consumers — whether launched by governmental and non-profit organizations or companies — will be more effective if they show the new products that can be made from recycled products, rather than simply calling for more recycling.
More employers are discovering the benefits of the four-day working week, including increased productivity and employee satisfaction. Many employers, however, continue to express concern over the difficulty in implementing and managing the four-day working week, as well as its impact on customers.
Diversity will fail to yield higher performance if leaders don’t take steps to disarm negative perceptions of diversity as an initiative that destroys unity and cohesion, rather than contributing important new perspectives and insight.
New research based on an exceptional database of unfaithful individuals reveal that people who are unfaithful to their spouses are more likely to engage in professional misbehaviour, supporting the contention that personal and professional misconduct are linked.
Government contracts are big business. A new study shows how corporate social responsibilities activities can help a company beat out its competitors for lucrative contracts with most government agencies — defence-related agencies excepted.
CEOs and CFOs with a high promotion focus, who are afraid to miss opportunities and willing to experiment, are more likely to lead a company to growth than low promotion-focused CEOs and CFOs, who are more aware of potential risks. The best strategic decisions, however, seem to come when the two executives have clashing levels of promotion focus.
A new study shows that the more pressure consumers, shareholders, regulators and other stakeholders apply to companies to reduce greenhouse gas emissions, the more companies integrate environmental considerations into their strategic planning, which leads to significant, positive results.
The inspiring phrase of “doing well by doing good” oversimplifies the connection between corporate social responsibility and corporate financial performance, according to new research that uncover the conditions that can weaken and even destroy the path from CSR to CFP.
Statistics consistently show older workers retiring rather than taking on part or full-time post-career jobs. A new study reveals that older workers want to continue working at least part-time and are willing to make wage concessions to do so; employers, however, are not offering acceptable work arrangements that make working after retirement desirable.
In considering Atlanta for its second headquarters, Amazon raised an issue that could impact other companies considering new locations: would socially liberal Amazon influence its community, or would the company itself be changed by its new conservative surroundings?
Nice guys do finish last, according to a series of studies that show agreeable men earn significantly less and have less opportunity for advancement than disagreeable men. Agreeable women aren’t faced with the same backlash, supporting the assumption that agreeable men are being punished for not living up to their stereotypical gender roles.
While men are more prejudiced than women against women leaders, a new study demonstrates that when surveyed, women are less likely than men to admit their prejudice.
Faced with a new competitor with a new business model, incumbents can respond with different strategies based on sharing (co-deployment) or moving (re-deployment) their resources.
Managers tend to excuse and forgive ethical lapses by employees who are fatigued or depleted, a new study shows — although if the employees brought the fatigue on themselves (such as from watching a late night sporting event rather than working late), managers are less forgiving.
Researchers use unimpressed market reaction to new product and new client announcements to highlight the insidious damage of CEO incentives to focus on the short-term.
New research using extensive hand-collected data confirms a gender gap in resource allocation (female division leaders receive less resources from their CEOs). This research also reveals the familial origins of gender bias in CEOs, and the negative economic impact of such bias.
A new study shows that the appearance of self-confidence resulting from high performance gives men greater influence in their organizations. The same is not true for women, who in addition to appearing self-confident must also demonstrate active concern and support for others.
Risk aversion and career concerns are pushing managers to play it safe, reducing the shareholder value of their companies — and the incentive compensation structures meant to motivate managers often have the opposite effect.
Behavioural economics solutions to societal problems mostly take the form of economic ‘nudges’ — such as defaults to increase retirement plan enrolments. However, the potential for behavioural economics to help resolve societal problems is far greater than the common nudges. A new paper explains how policy makers have failed to take full advantage of behavioural economics solutions.
New research reveals the 10 structural barriers, from board size to the complexity of a firm, that explains why boards of directors can fail to effectively monitor their companies.
