A Female Style in Corporate Leadership? Evidence from Quotas
David A. Matsa
Northwestern University - Kellogg School of Management; National Bureau of Economic Research (NBER)
Amalia R. Miller
University of Virginia - Department of Economics
December 13, 2012
American Economic Journal: Applied Economics, Forthcoming
This paper studies the impact of gender quotas for corporate board seats on corporate decisions. We examine the introduction of Norway’s 2006 quota, comparing affected firms to other Nordic companies, public and private, that were unaffected by the rule. We find that affected firms undertook fewer workforce reductions than comparison firms, increasing relative labor costs and employment levels and reducing short-term profits. The effects are strongest among firms without female board members beforehand and are present even for boards with older and more experienced members afterward. The boards appear to be affecting corporate strategy in part by selecting likeminded executives.
Number of Pages in PDF File: 82
JEL Classification: G34, G38, M51, J78, J16
Date posted: July 9, 2010 ; Last revised: December 14, 2012
© 2016 Social Science Electronic Publishing, Inc. All Rights Reserved.
This page was processed by apollobot1 in 0.218 seconds