Publication Date
2021
Abstract
Drawing on the notion of “faultlines” and the upper echelons perspective, we argue that the gender faultline strength of a board of directors is negatively related to strategic change. More interestingly, while gender faultline strength negatively relates to strategic change under low levels of environmental complexity, environmental dynamism, and environmental munificence, it is positively related to strategic change when environmental complexity, environmental dynamism, and environmental munificence are at high levels. The analyses of panel data of 5781 firm-year observations of 1171 Chinese firms provide support for the hypotheses.
Journal or Book Title
Group & Organization Management
Pages
564-601
DOI
https://doi.org/10.1177/1059601121992889
Volume
46
Issue
3
Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 License.