Female top managers and firm performance
This paper uses firm-level data worldwide to investigate productivity gaps between female and male-managed companies in developing and developed countries and compare the outcomes obtained for different regions in the world. The main aim is to shed some light on the debate around the existence of pe...
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Published in: | PloS one 2023-02, Vol.18 (2), p.e0273976-e0273976 |
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description | This paper uses firm-level data worldwide to investigate productivity gaps between female and male-managed companies in developing and developed countries and compare the outcomes obtained for different regions in the world. The main aim is to shed some light on the debate around the existence of performance differences when females participate in managerial activities. The main results indicate that it is crucial to distinguish between female management and female ownership and the confluence between both. We find that when the firms have a top female manager and ownership is exclusively male, firms show higher average labor productivity. We argue that firms owned by males belong to male-dominated corporate culture and would only select a female manager if she is more competent than potential male candidates. These results are very heterogeneous among regions, of which South Saharan Africa, East Asia, and South Asia are driving the main results. |
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The main aim is to shed some light on the debate around the existence of performance differences when females participate in managerial activities. The main results indicate that it is crucial to distinguish between female management and female ownership and the confluence between both. We find that when the firms have a top female manager and ownership is exclusively male, firms show higher average labor productivity. We argue that firms owned by males belong to male-dominated corporate culture and would only select a female manager if she is more competent than potential male candidates. These results are very heterogeneous among regions, of which South Saharan Africa, East Asia, and South Asia are driving the main results.</description><identifier>ISSN: 1932-6203</identifier><identifier>EISSN: 1932-6203</identifier><identifier>DOI: 10.1371/journal.pone.0273976</identifier><identifier>PMID: 36791054</identifier><language>eng</language><publisher>United States: Public Library of Science</publisher><subject>Africa, Northern ; Asia, Eastern ; Confluence ; Developed countries ; Developing countries ; Economic aspects ; Empowerment ; Entrepreneurs ; Entrepreneurship ; Evaluation ; Female ; Females ; Feminism ; Gender differences ; Gender equity ; Health aspects ; Humans ; International organizations ; Labor economics ; Labor productivity ; LDCs ; Male ; Males ; Methods ; Organizational Culture ; Ownership ; Participation ; People and Places ; Productivity ; Professional development ; Sex discrimination ; Social aspects ; Social Sciences ; South Africa ; Women ; Women executives</subject><ispartof>PloS one, 2023-02, Vol.18 (2), p.e0273976-e0273976</ispartof><rights>Copyright: © 2023 Inmaculada Martínez-Zarzoso. 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The main aim is to shed some light on the debate around the existence of performance differences when females participate in managerial activities. The main results indicate that it is crucial to distinguish between female management and female ownership and the confluence between both. We find that when the firms have a top female manager and ownership is exclusively male, firms show higher average labor productivity. We argue that firms owned by males belong to male-dominated corporate culture and would only select a female manager if she is more competent than potential male candidates. 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subjects | Africa, Northern Asia, Eastern Confluence Developed countries Developing countries Economic aspects Empowerment Entrepreneurs Entrepreneurship Evaluation Female Females Feminism Gender differences Gender equity Health aspects Humans International organizations Labor economics Labor productivity LDCs Male Males Methods Organizational Culture Ownership Participation People and Places Productivity Professional development Sex discrimination Social aspects Social Sciences South Africa Women Women executives |
title | Female top managers and firm performance |
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