女性董事影响企业社会责任的理论基础和实证研究述评
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外国经济与管理 2014 年 第 36 卷第 08 期, 页码：14 - 22
摘要
参考文献
摘要
伴随女性董事在全球的强势崛起,女性董事的价值受到了越来越多的关注。本文对女性董事影响企业社会责任的理论基础和实证研究进行了文献梳理与述评,并对未来的研究进行了展望,以期为女性董事参与公司治理、充分发挥作用的相关理论研究和实践提供借鉴和参考。
[1]Adams R B and Ferreira D.Women in the boardroom and their impact on governance and performance[J].Journal of financial economics,2009,94(2):291-309.
[2]Bear S,et al.The impact of board diversity and gender composition on corporate social responsiblity and firm reputation[J].Journal of Business Ethics,2010,97(2):207-221.
[3]Bernardi R A.Does female representation on boards of directors associate with fortune’s“100best companies to work for”list?[J].Business&Society,2006,45(2):235-248.
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[11]Fernandez-Feijoo B,et al.Does board gender composition affect corporate social responsibility reporting[J].International Journal of Business and Social Science,2012,3(1):31-38.
[12]Huse M,et al.Women and employee-elected board members,and their contributions to board control tasks[J].Journal of Business Ethics,2009,89(4):581-597.
[13]Huse M and Solberg A G.Gender-related boardroom dynamics:How Scandinavian women make and can make contributions on corporate boards[J].Women in Management Review,2006,21(2):113-130.
[14]Ibrahim N A and Angelidis J P.Effect of board members’gender on corporate social responsiveness orientation[J].Journal of Applied Business Research(JABR),1994,10(1):35-40.
[15]Kang E,et al.Investor reaction to women directors[J].Journal of Business Research,2010,63(8):888-894.
[16]Konrad A M,et al.The impact of three or more women on corporate boards[J].Organizational Dynamics,2008,37(2):145-164.
[17]Lückerath-Rovers and Mijntje.Women on boards and firm performance[J].Journal of Management&Governance,2013,17(2):491-509.
[18]Nielsen S and Huse M.The contribution of women on boards of directors:going beyond the surface[J].Corporate Governance:An International Review,2010,18(2):136-148.
[19]Post C.et al,Green governance:boards of directors’composition and environmental corporate social responsibility[J].Business&Society,2011,50(1):189-223.
[20]Rose C.Does female board representation influence firm performance?The Danish evidence[J].Corporate Governance:An International Review,2007,15(2):404-413.
[21]Siciliano J I.The relationship of board member diversity to organizational performance[J].Journal of Business Ethics,1996,15(12):1313-1320.
[22]Singh V,et al.Newly appointed directors in the boardroom:How do women and men differ?[J].European Management Journal,2008,26(1):48-58.
[23]Slote M.The ethics of care and empathy[M].Routledge,2007.
[24]Terjesen S,et al.Women directors on corporate boards:A review and research agenda[J].Corporate Governance:An International Review,2009,17(3):320-337.
[25]Wang J and Coffey B S.Board composition and corporate philanthropy[J].Journal of Business Ethics,1992,11(10):771-778.
[26]Williams R J.Women on corporate boards of directors and their influence on corporate philanthropy[J].Journal of Business Ethics,2003,42(1):1-10.
[27]刘绪光,李维安.基于董事会多元化视角的女性董事与公司治理研究综述[J].外国经济与管理,2010,32(4):47-53.
[28]周泽将,刘文惠,刘中燕.女性高管对公司财务行为与公司价值的影响研究述评[J].外国经济与管理,2012,34(2):73-81.
1麦肯锡公司由James O’McKinsey于1926年创建,是全球最著名的管理咨询公司之一,在全球44个国家和地区开设了84间分公司或办事处。自2007年以来,麦肯锡一直致力于研究增加女性高管数量的商业理由,先后发布“Women Matter 2010”和“Women Matter 2012:Making the Breakthrough”调查报告。
1个人型的特征包括富有进取心的、有抱负的、强势的、支配性的、独立的、勇敢的、自信的、参与竞争的,在职业环境中,其行为往往表现为敢于直言、想方设法引起他人注意、努力影响他人、发起任务分派工作等。公共型的特征表现为关注他人的福利,如慈爱的、乐于助人的、善良的、富有同情心的、人际敏感的、温和的,在职业环境中,其行为往往表现为谨慎发言、接受他人指导、支持和安慰他人、善于人际等(Eagly等,2001)。
1Catalyst成立于1962年,是为女性与商业扩大机会的领先非营利性组织。Catalyst在美国、加拿大、欧洲、印度与澳大利亚设有办事处,拥有700多名会员,是提供与职场女性有关的研究、信息与建议的可靠机构。
2少数民族雇员指的是非洲裔、西班牙裔、亚洲裔和美国土著人的公司员工。
[2]Bear S,et al.The impact of board diversity and gender composition on corporate social responsiblity and firm reputation[J].Journal of Business Ethics,2010,97(2):207-221.
[3]Bernardi R A.Does female representation on boards of directors associate with fortune’s“100best companies to work for”list?[J].Business&Society,2006,45(2):235-248.
[4]Bernardi R A,et al.Does female representation on boards of directors associate with the“most ethical companies”list?[J].Corporate Reputation Review,2009,12(3):270-280.
[5]Boulouta I.Hidden connections:The link between board gender diversity and corporate social performance[J].Journal of Business Ethics,2013,113(2):185-197.
[6]Carter D A,et al.Corporate governance,board diversity,and firm value[J].Financial Review,2003,38(1):33-53.
[7]Coffey B S and Wang J.Board diversity and managerial control as predictors of corporate social performance[J].Journal of Business Ethics,1998,17(14):1595-1603.
[8]Daily C M and Dalton D R.Women in the boardroom:A business imperative[J].Journal of Business Strategy,2003,24(5):8-9.
[9]Eagly A H and Johnson B T.Gender and leadership style:A meta-analysis[J].Psychological bulletin,1990,108(2):233-256.
[10]Eagly A H and Johannesen-Schmidt M C.The leadership styles of women and men[J].Journal of social issues,2001,57(4):781-797.
[11]Fernandez-Feijoo B,et al.Does board gender composition affect corporate social responsibility reporting[J].International Journal of Business and Social Science,2012,3(1):31-38.
[12]Huse M,et al.Women and employee-elected board members,and their contributions to board control tasks[J].Journal of Business Ethics,2009,89(4):581-597.
[13]Huse M and Solberg A G.Gender-related boardroom dynamics:How Scandinavian women make and can make contributions on corporate boards[J].Women in Management Review,2006,21(2):113-130.
[14]Ibrahim N A and Angelidis J P.Effect of board members’gender on corporate social responsiveness orientation[J].Journal of Applied Business Research(JABR),1994,10(1):35-40.
[15]Kang E,et al.Investor reaction to women directors[J].Journal of Business Research,2010,63(8):888-894.
[16]Konrad A M,et al.The impact of three or more women on corporate boards[J].Organizational Dynamics,2008,37(2):145-164.
[17]Lückerath-Rovers and Mijntje.Women on boards and firm performance[J].Journal of Management&Governance,2013,17(2):491-509.
[18]Nielsen S and Huse M.The contribution of women on boards of directors:going beyond the surface[J].Corporate Governance:An International Review,2010,18(2):136-148.
[19]Post C.et al,Green governance:boards of directors’composition and environmental corporate social responsibility[J].Business&Society,2011,50(1):189-223.
[20]Rose C.Does female board representation influence firm performance?The Danish evidence[J].Corporate Governance:An International Review,2007,15(2):404-413.
[21]Siciliano J I.The relationship of board member diversity to organizational performance[J].Journal of Business Ethics,1996,15(12):1313-1320.
[22]Singh V,et al.Newly appointed directors in the boardroom:How do women and men differ?[J].European Management Journal,2008,26(1):48-58.
[23]Slote M.The ethics of care and empathy[M].Routledge,2007.
[24]Terjesen S,et al.Women directors on corporate boards:A review and research agenda[J].Corporate Governance:An International Review,2009,17(3):320-337.
[25]Wang J and Coffey B S.Board composition and corporate philanthropy[J].Journal of Business Ethics,1992,11(10):771-778.
[26]Williams R J.Women on corporate boards of directors and their influence on corporate philanthropy[J].Journal of Business Ethics,2003,42(1):1-10.
[27]刘绪光,李维安.基于董事会多元化视角的女性董事与公司治理研究综述[J].外国经济与管理,2010,32(4):47-53.
[28]周泽将,刘文惠,刘中燕.女性高管对公司财务行为与公司价值的影响研究述评[J].外国经济与管理,2012,34(2):73-81.
1麦肯锡公司由James O’McKinsey于1926年创建,是全球最著名的管理咨询公司之一,在全球44个国家和地区开设了84间分公司或办事处。自2007年以来,麦肯锡一直致力于研究增加女性高管数量的商业理由,先后发布“Women Matter 2010”和“Women Matter 2012:Making the Breakthrough”调查报告。
1个人型的特征包括富有进取心的、有抱负的、强势的、支配性的、独立的、勇敢的、自信的、参与竞争的,在职业环境中,其行为往往表现为敢于直言、想方设法引起他人注意、努力影响他人、发起任务分派工作等。公共型的特征表现为关注他人的福利,如慈爱的、乐于助人的、善良的、富有同情心的、人际敏感的、温和的,在职业环境中,其行为往往表现为谨慎发言、接受他人指导、支持和安慰他人、善于人际等(Eagly等,2001)。
1Catalyst成立于1962年,是为女性与商业扩大机会的领先非营利性组织。Catalyst在美国、加拿大、欧洲、印度与澳大利亚设有办事处,拥有700多名会员,是提供与职场女性有关的研究、信息与建议的可靠机构。
2少数民族雇员指的是非洲裔、西班牙裔、亚洲裔和美国土著人的公司员工。
引用本文
吕英, 王正斌, 安世民. 女性董事影响企业社会责任的理论基础和实证研究述评[J]. 外国经济与管理, 2014, 36(8): 14–22.
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