Save
Upgrade to remove ads
Busy. Please wait.
Log in with Clever
or
show password
Forgot Password?
Don't have an account?  Sign up 
Sign up using Clever
or
Username is available taken
show password


Make sure to remember your password. If you forget it there is no way for StudyStack to send you a reset link. You would need to create a new account. Your email address is only used to allow you to reset your password. See our Privacy Policy and Terms of Service.

Already a StudyStack user? Log In

Reset Password
Enter the associated with your account, and we'll email you a link to reset your password.
focusNode
Didn't know it?
click below
 
Knew it?
click below
Don't Know
Remaining cards (0)
Know
0:00
edit
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.

  Normal Size     Small Size show me how

CorpG Gender

Corporate Governance

SectionKey PointPoints
S1 P1 Introduction -1OF governenace debates of the past 15 years - norm arguements about fairness and substantive claims that GD boards govern more effectively - UK TB, Norway mand quota model (40%) - improved 2011 12.5%-43% but exect and ceo pipelines remain male domin
S2 P1 i TIMELINE Davies Review (2011) 1) Initial target set of 25% for female rep on FTSE 100 boards by 2015 2) Rejected mandatory quotas - geniune > more authentic and sustainable compared to statutory compulsion 3) Was achieved by 2015
S2 P1 ii Hampton Alexander Review (2016) 1) Raised to 33% rep FTSE 350 boards ans enior leaderships by 2020 2) It was the first time its gone beyond board and to executive
S2 P1 iii FTSE Women Leader Review (2025) 40% target by Dec 2025 and was ahieved 43% across FTSE 350 with NEDs included -HOWEVER its reported by Review and FT Times that they are still a small minority due to the voluntary appraoch
S3 P1 Theorectical Frameworks (RAH) 1) Resource Dependence Theory 2) Agency Theory 3) Human Capital Theory
S3 P2 Resource Dependence Theory -Argues that boards primary function is to link the firm to external res - network, inforamtion, expertise and legitimacy - Females which built careers from different career paths from different trajectories will have more disctinct external resouces
S3 P3 Agency Theory -Benefits through the monitoring channel > more diverse = more effective 1) reduce likelihood of group think 2) empirically ask more challenging questions 3) attendance rate 4) greater independence from managemetn pressure
S3 P4 Human Capital Theory Brings distincy qualifications - functional exp and sec exp backed by higgs review 2003.
S4 P1 Empirical Evidence Meta-Analysis (Post and Byron, 2015) -140 studies pos corr between FeD and account based perf measures -Relationship between FeD and market based no sig impact -acc perf was linked stroner when shareholder protections >> better env supports shareholder oversights -improved moinotring beh
S4 P2 Political Capital Perspective (Yang and Konrad, 2015) - ability for female directors to acquire and deploy influence within board dynamics - 47% studies report pos financial perf -21%- null - Most consistent findings - better CSR and Transparency 61% pos- better ESG disclosure and lower earnings manage
S4 P3 Uk Specific Evidence (Brahma et al., 2021) - International Finance and Economics> sig pos rel between FeD and firm performance >> stronger executive roles (human deploment factor is cruicial (Carter et al.,2003) - evidence of pos asscoation between diversitty and Tobin's Q
S5 P1 Key Benefits -Better monitor -meeting attendence -Improved CSR and ESG perf -reduced earnigns manage -stronger link between CEO pay and company perf - brings broader stakeolder legitimacy (bettter when mixed consumer base > better gender equality (hire and pay)
S6 P1 Challenges Glass Cliff (Ryan and Hasiami, 2005) Female directors are often put in precarious positions > higher risk of failture or company crisis > suppresses performance which could mislead studies linking females with company failures
S6 P2 i Critical Mass Suggests that governenace only materialises once it reaches approx => 3 directors, below this they face pressures which limits their ability to contruibute
S6 P2 ii Tokenism Suggests that they are there for compliance reasons (diversity targets) rather than sepecfic skills- wasting human captital and resouces for the purpose of a positive headline
S7 Yong and Konrad (2025) building alliances and gaining instituitional backing is the key for mediating variable for them to make an impact.
Created by: csrix
 

 



Voices

Use these flashcards to help memorize information. Look at the large card and try to recall what is on the other side. Then click the card to flip it. If you knew the answer, click the green Know box. Otherwise, click the red Don't know box.

When you've placed seven or more cards in the Don't know box, click "retry" to try those cards again.

If you've accidentally put the card in the wrong box, just click on the card to take it out of the box.

You can also use your keyboard to move the cards as follows:

If you are logged in to your account, this website will remember which cards you know and don't know so that they are in the same box the next time you log in.

When you need a break, try one of the other activities listed below the flashcards like Matching, Snowman, or Hungry Bug. Although it may feel like you're playing a game, your brain is still making more connections with the information to help you out.

To see how well you know the information, try the Quiz or Test activity.

Pass complete!
"Know" box contains:
Time elapsed:
Retries:
restart all cards