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Pressure from stakeholders has resulted in increased board gender diversity. Such diversity, however, goes against the well-accepted concept of demographic homophily. In addition, other studies find that increased board gender diversity may not unequivocally lead to better firm decisions, which does not sit well with the assumption that demographic minorities bring diverse information/ideas to the board. This study advances an explanation for these inconsistencies in the literature by integrating symbolic management and recategorization theories to assert that boards outwardly conform to greater gender diversity, whilst choosing to reinforce value homophily by recategorizing female new directors based on shared political ideology. We test our hypotheses on a sample of 13,483 new director appointments in 2,473 US firms using fractional regression analysis. The findings show that the appointment of a new female director strengthens the association between the board's and the new director's political ideology. In addition, this relationship is strengthened when there is a female CEO, or when the new female director has a less similar demographic background. Moreover, supplemental analysis considering ethnic minority new director appointments shows similar results. The study makes important contributions toward the literatures on female new director selection, recategorization and political ideology. We shed light on why research is ambivalent regarding the benefits of gender diversity since findings show that boards compensate for gender diversity by becoming more homogeneous on political ideology, a value dimension that influences board decisions. [ABSTRACT FROM AUTHOR]

Scholars have found consistent evidence that directors who served on boards of firms accused of misconduct face reputational penalties in the director labor market. While commonly interpreted in terms of an "ex post settling-up" process that penalizes directors for failing in their role as monitors of management, the fundamentally social basis of the director labor market suggests that the ex post settling-up process may also incorporate a resource-provisioning role for directors as conferrers of legitimacy. We analyze how growing socioeconomic pressures that aim to redress the longstanding underrepresentation of female and ethnic minority directors may lessen, for these sought-after directors, the penalties typically imposed by the labor market in the aftermath of corporate misconduct. Using a rich proprietary data set on financial misconduct and directors' demographic characteristics, we find strong support for our hypotheses regarding a possible "reputational immunity" effect. We also provide supplementary analyses demonstrating the specific mechanisms underlying our predictions, and establishing the robustness of the results to a variety of alternative explanations. We discuss the implications of our theoretical perspective and empirical findings for future research on corporate governance, corporate misconduct, and the duality of minority status as it relates to discriminatory outcomes in modern labor markets. [ABSTRACT FROM AUTHOR]

In this paper, we examine white male managers’ intrapsychic and behavioral responses to the appointment of a female or a racial minority CEO at their firm. Drawing from intergroup relations literatures, we theorize how and why the appointment of a minority-status CEO is likely to impact the amount of help that white male top managers provide to their fellow executives. We first explain how white male managers’ negatively biased perceptions of racial minority and female CEOs lead them to experience a diminished sense of organizational identification following the appointment of a minority-status CEO. We then examine how this diminished sense of organizational identification is likely to reduce white male managers’ general propensities to provide help to other executives at the firm. We finally consider how reduced identification might have especially strong negative implications for the amount of help that white male managers provide to colleagues who are racial minorities or women. Our results consistently support our theoretical expectations that, following the appointment of a female or racial minority CEO, white male top managers tend to experience a diminished sense of organizational identification, and, in turn, provide less help to colleagues, with this reduction particularly pronounced for help provided to minority-status colleagues. [ABSTRACT FROM AUTHOR]

This study contributes to the literature on women and minorities in corporate leadership by developing theory that can help to explain the persistent underrepresentation of women and minorities among those who are seen as members of the "corporate elite" because they hold multiple corporate board seats. Our conceptual framework suggests how disadvantages in the receipt of mentoring regarding prevailing norms in the corporate elite are negatively affecting the ability of women and minorities to secure multiple board appointments. Our theory explains why women and minority first-time directors receive comparatively less mentoring regarding a core norm in the corporate elite that outside directors should avoid exercising independent control over firm strategy. Our theory also explains why lower levels of mentoring result in women and racial minority first-time directors receiving relatively fewer appointments to other boards. This study also contributes to the corporate leadership literature by explaining how fundamental intergroup biases are negatively impacting the demographic diversity of the corporate elite. This article further highlights a specific social mechanism that undermines efforts to move toward more meritocratic outcomes in corporate leadership whereby those who are relatively qualified will have greater success in rising to the highest-level positions in the corporate world. [ABSTRACT FROM AUTHOR]

The authors examine the effect of manager ethnicity on the ethnic composition of employment using nine years of personnel records from a regional grocery store chain in the United States. The workforce studied is composed almost entirely of a white majority and a large Hispanic minority; the authors focus on the role of Hispanic ethnicity. Estimating models with store fixed effects, the authors examine the effects of manager ethnicity on hiring, transfer, and separation patterns. Effects of manager ethnicity are compared across several types of jobs, with significant effects occurring on hiring patterns but not on transfers, and effects occurring on separation patterns in only one atypical case. The authors also find that the effects on hiring occur only in jobs or departments with very few employees. [ABSTRACT FROM AUTHOR]

This paper examines two recent trends relative to boards of directors' compensation, and their potential incompatibility. There has been some progress in increasing board diversity, specifically the inclusion of women and minorities on boards. The increasing trend requiring directors to hold/purchase equity as a requirement of board membership may seriously compromise further improvements in diversifying boards. Also, an increasing number of companies compensate directors partially or fully in stock grants and options. These compensation policies may be exclusionary, especially for women and minorities, impacting the quality of boardroom discussions and decisions. This study systematically examines whether corporations requiring director equity are exclusionary toward women and minority directors. Contrary to being exclusionary, companies with director stock requirements and annual stock awards have greater representation by women and minorities on their board. Moreover, larger companies are both more likely to have such policies and have higher proportions of women and minorities on the board. [ABSTRACT FROM AUTHOR]

This study investigated the informal networks of white and minority managers. Minority managers had more racially heterogeneous and fewer intimate network relationships. Within the minority group, differences in advancement potential were associated with different network configurations: high-potential individuals balanced same- and cross-race contacts; others had networks dominated by ties to whites. High-potential minorities also had more contacts outside their groups, fewer high-status ties, and less overlap between their social and instrumental circles. Relative to whites, minority managers viewed similar network characteristics as providing less access to career benefits. [ABSTRACT FROM AUTHOR]

Nearly for half a century women's advancement in the workplace has been in a debate. Women's under-represented in higher education institutions and universities across the globe, and especially in the most powerful or influential posts, is well established. Despite gender equality commitments and women's educational attainment, still, they are underrepresented. Regions and countries may vary in term of culture, achievements and development, but barriers for women's underrepresentation in academia are surprisingly similar in many regions. It is found that there are several barriers which women might be experiencing in academia ranging from personal, organizational to societal. [ABSTRACT FROM AUTHOR]

We examine the mobility of minority executives, defined as ethnic minority and female executives, in publicly listed U.S. firms. Minority executives as a whole experience lower promotion, higher demotion, and higher exit than Caucasian males. Female and African American executives account for the majority of these differences. Specifically, female executives experience lower promotion and exit, while African Americans experience lower promotion, higher demotion, and higher exit. In contrast, Asian and Hispanic executives do not experience different mobility outcomes from Caucasian executives. [ABSTRACT FROM AUTHOR]

There remain open questions regarding whether board of director ethnic and gender diversity increases or decreases firm value. Additionally, prior research has yet to examine the value effects of a diverse board in the presence of a gender/ethnic minority CEO. Using the KLD social ratings database, we examine 13 000 firm-years and provide robust evidence that board diversity increases firm value. However, we also show that any value added via board diversity is nullified when a diverse board operates in the presence of a female and/or minority CEO. Results suggest that a significant portion of the value in board diversity may come from gender/ethnic differencesbetweenthe board members and the CEO. One implication of our study is that when hiring a CEO or electing directors relative gender/ethnic make-up is important. [ABSTRACT FROM PUBLISHER]

We present competing hypotheses regarding whether gender and ethnic minority CEOs endure inequities resulting in lower compensation and higher likelihood of job exit or benefit from their valuable, rare, and inimitable minority status, resulting in higher compensation and lower likelihood of job exit. Using a longitudinal sample, we find support for the resource-based hypothesis regarding compensation that suggests CEOs benefit from their minority status to receive higher compensation than white male CEOs receive. However, we also find mixed support for our hypotheses relating CEO minority status to the likelihood of exit. We find that the effects of minority status on likelihood of exit are significantly different for female and ethnic minority CEOs such that the former relationship is negative while the latter is positive. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This study examines the effect of racial/ethnic minority CEOs and diverse corporate boards on corporate governance and product development. We test an author-constructed dataset of corporate practices, CEO race/ethnicity, and board racial/ethnic composition in Fortune 500 firms from 2001 to 2010. Findings suggest that diverse boards are positively associated with effective corporate governance practices and product development. Moreover, an interactive effect occurs between a diverse board and the race/ethnicity of the CEO in that corporate governance strengths and product innovation for the firm are increased when a White CEO operates with a diverse board. Thus, while promoting individual minority leaders is important, board diversity is paramount for achieving corporate benefits. [ABSTRACT FROM PUBLISHER]

Previous research, building on Hodson’s concept of management citizenship behavior (MCB), has shown that managers’ operational and relational competence are positively related to important employee outcomes. In this article, we suggest and show how such behaviors vary by the race-specific character of manager–subordinate dyads. Drawing on organizational demography literature (that emphasizes ascriptive differences between superiors and subordinates) and literatures on racial stereotyping (that suggest ways in which minority supervisors are viewed as less competent than White supervisors), we test hypotheses that minority and White employees have different responses to minority and White managers’ MCBs. Analyses of the 2002 National Survey of the Changing Workforce reveal that in cross-race dyads managers’ relational competence significantly increases subordinates’ commitment and job satisfaction. Managers’ technical competence, in contrast, increases subordinates’ commitment, satisfaction, and (to a lesser extent) mental health, but only in same-race dyads. Our findings suggest that managers who competently organize the workplace and show respect for workers’ rights can potentially transcend racial differences in the workplace. In the process, worker well-being and employee commitment can be enhanced. [ABSTRACT FROM PUBLISHER]

This study examines whether the appointment of racial/ethnic minorities into top management positions has a different impact on share price than the appointment of members of the racial/ethnic majority into equivalent positions. Our dependent variable is the degree of change in share price following the announcement of minority and majority men into senior management positions. Market reaction to the naming of minorities into corporate leadership positions is significant and negative while the market's reaction to the naming of members of the racial/ethnic majority is significant and positive. Our findings suggest that racial/ethnic integration of corporate hierarchies may be impeded as investor reaction increasingly drives firm-level governance decisions. [ABSTRACT FROM AUTHOR]

This paper seeks to evaluate the influence of the entrepreneurs' educational backgrounds, the firm's target market, and the sector of operations on the marketing practices of Turkish ethnic minority businesses. The paper reports and analyses the findings of 227 face-to-face structured interviews with Turkish small business owners. The findings of the study indicate that Turkish ethnic minority businesses operating in different sectors use both transactional and relational approaches to marketing. Their choices of pursuing different marketing strategies are influenced by the entrepreneurs' educational backgrounds, the firm's target market, and the sector of operations. [ABSTRACT FROM AUTHOR]

This paper draws lessons from a case decided by the USA Supreme Court, wherein the firm failure was perceived by the minority entrepreneur as an outcome of racial discrimination. Implications of this case are significant because the failure rate of minority-owned US businesses has been consistently higher than the average failure rate of US business. We argue that the impact of discrimination by a customer is greater for small service firms. Through the Domino's Pizza case, we assert that issues relating to equal employment, inter-company contracting and choice of business organisation must be managed by the owner of a service firm. [ABSTRACT FROM AUTHOR]

Using data from the 2003 National Survey of College Graduates, this study investigates the managerial authority of native-born, college-educated racial/ethnic minorities. Managerial authority is measured in terms of the total number of employees supervised directly or indirectly through subordinates in the workplace. The data are limited to the college-educated portion of the labor force but provide important information on socioeconomic origins, college type, and major field of study. Controlling for these and other variables relating to labor market credentials, the results indicate that Asian American men supervise about 14 percent fewer employees than comparable non-Hispanic White men. Relative to the latter group, the effects for Hispanic White men and Hispanic non-White men are not statistically significant. The effects for Asian American women, Hispanic White women, and Hispanic non-White women are also not statistically significant relative to non-Hispanic White women. Conversely, African American men and women are slightly advantaged in that they are likely to supervise more employees than do comparable non-Hispanic White men and women. Thus, in the native-born, college-educated portion of the labor force, Asian American men are distinctive as the only major minority group that is characterized by a racial/ethnic disadvantage in obtaining managerial authority. The implications of these findings for policy and research on racial/ethnic inequality are briefly discussed. [ABSTRACT FROM AUTHOR]

The changing role of the human resource developer places more emphasis on the career development of this professional. While dissertation research has been conducted on the career development of human resource developers in the Unites States, little is known about the career development of the ethnic minority human resource developer in general, and the black human resource developer specifically. We know that race influences career development in the United States. A qualitative study was conducted of ten black human resource developers. Interviewing was the primary data collection method and the data were analyzed using the constant comparative method. The findings were twofold. First, race was a hardship that the participants had to manage. Second, race influenced the mentoring they received, which almost always came from the participants' supervisors. [ABSTRACT FROM AUTHOR]

In this paper, we examine how the attributes of female and racial minority directors differ from those of white males. We track a sample of white male, white female, African-American female and African-American male directors who serve on Fortune 1000 boards and find differences in occupational background, education, and patterns of board affiliation. Female and African-American directors are more likely to come from non-business backgrounds, are more likely to hold advanced degrees, and join multiple boards at a faster rate than white male directors. [Copyright &y& Elsevier]