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dc.contributor.authorHuse, Morten
dc.contributor.authorNielsen, Sabina Tacheva
dc.contributor.authorHagen, Inger Marie
dc.date.accessioned2009-11-23T12:16:42Z
dc.date.issued2009
dc.identifier.issn1573-0697
dc.identifier.urihttp://hdl.handle.net/11250/93254
dc.descriptionA post-print of an article originally published in Journal of Business Ethics: http://www.springer.com/philosophy/ethics/journal/10551en
dc.description.abstractWe present results from a study about women and employee-elected board members, and fill some of the gaps in the literature about their contribution to board effectiveness. The empirical data is from a unique data set of Norwegian firms. Board effectiveness is evaluated in relation to board control tasks including board CSR involvement. We found that the contributions of women and employee-elected board members varied depending on the board tasks studied. In the article we also explored the effects of the esteem of the women and employee-elected board members, and we used creative discussions in the boardroom as a mediating variable. Previous board research, including research about women and employee-elected directors, questions if the board members contribute to board effectiveness. The main message from this study is that it may be more important to ask how, rather than if, women and employee-elected board members contribute, and we need to open the black box of actual board behavior to explore how they may contribute.en
dc.format.extent167538 bytes
dc.format.mimetypeapplication/pdf
dc.language.isoengen
dc.publisherSpringeren
dc.titleWomen and Employee-Elected Board Members, and Their Contributions to Board Control Tasksen
dc.typeJournal articleen
dc.typePeer revieweden
dc.subject.nsiBoards of directorsen
dc.subject.nsiCSRen
dc.subject.nsiwomen directorsen
dc.subject.nsiemployee-elected directorsen
dc.source.pagenumber581-597en
dc.source.volume89en
dc.source.journalJournal of Business Ethicsen
dc.source.issue4en
dc.identifier.doi10.1007/s10551-008-0018-4


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