Gender‐related boardroom dynamics

Abstract

Purpose The objective of this article is to examine and conceptualise gender‐related boardroom dynamics that affect how women can make contributions on corporate boards. Design/methodology/approach Stories were collected from eight women directors about their experiences from more than 100 corporate boards. Narrative methods were used in the data analysis. Findings Women as well as men need to understand the power game inside and outside the boardroom. Their contribution depends on the ability and willingness to make alliances with the most influential actors, to spend time on preparations, being present on the most important decision‐making arenas, and to take leadership roles. Practical implications The study has implications for theory as well as practice. Process‐oriented theories should be included in studies of boards and governance, and the study showed that boardroom dynamics are not neutral to gender. Concepts and relationships are suggested that should be included in further theory development. The study has also given several practical examples and suggestions on how women can make contributions on corporate boards. Originality/value The study has value for developing the role of women directors.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 643 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.