This study examines the presence and roles of female directors of U.S. Fortune 500 firms, focusing on committee assignments
and director background. Prior work from almost two decades ago concludes that there is a systematic bias against females
in assignment to top board committees. Examining a recent data set with a logistic regression model that controls for director
and firm characteristics, director resource-dependence roles and interaction between director gender and director characteristics,
we find that female directors are less likely than male directors to sit on executive committees and more likely than male
directors to sit on public affairs committees. There is little if any evidence of systematic gender bias in director assignment
to other board committees. We find some evidence that boards evaluate resource dependence differently for women than men.
Craig A. Peterson Western Michigan University, Grand Rapios, MI 49503, USA
Craig A. Peterson is associate professor of finance at Western Michigan University, Grand Rapids Regional Center. In addition
to corporate governance, his research interests include investment management and corporate finance.
James Philpot is assistant professor of finance and general business at Missouri State University. His research interests
include corporate governance, financial planning and financial education. 相似文献
Purpose: This research aimed to identify both the specialized resources and competences for value co-creation when the value co-creation phenomenon is extended to the early stage of the value chain. Further, it proposes a framework that can analyze the value co-creation process in the high-tech business-to-business (B-to-B) market.
Methodology/approach: The research methodology was based on building a theory from a case study. The qualitative data was coded based on the grounded theory coding after collecting data from multiple sources.
Findings: Four critical resource types (financial resources, knowledge resources, efficiency resources, and intellectual resources) and five competence types (relational capability, collaboration capability, strategic capability, innovation capability, and managing capability) were constructed as the principal factors for value co-creation at the early stage in the value chain within the high-tech B-to-B market. Among the four resources and five competences, intellectual resource and strategic capability associated with value co-creation were unique findings in our case research.
Research implications: Our results provided new insights, which the value co-creation can be extended to the early stages in the value chain, such as the research and development (R&D) stage, in the high-tech B-to-B market, whereas extant value research was more focused on the late stages of the value chain. The reciprocal value co-creation process, which used four resources and five competences of both the supplier and customer, was proposed as an integrated framework to co-create value at the early stage of the value chain within the high-tech B-to-B market.
Practical implications: A supplier’s R&D, marketing, manufacturing, planning departments and the customer can utilize the defined resources as well as competences at different stages of the value chain in order to co-create value and improve their performance. In particular, the marketing department of the supplier needs to turn their eyes to the early stages in the value chain so as to seek a value co-creation strategy.
Originality/value/contribution: A value co-creation strategy was sought from a different perspective, extending from a late stage to an early stage in the value chain of the high-tech B-to-B market. The integrated research framework, combining resources and competences of the supplier and customer, was established to analyze the value co-creation phenomenon. 相似文献
