{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/90931"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/90931","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"Bridging the gender gap: factors enabling female directors to affect the appointment of female CEOs","abstract":"This dissertation examines the effect of female board representation on the probability that a firm will appoint a woman to the CEO position. To study the relationship, I first draw on social identity theory to explain female directors’ preference for a female CEO candidate. Then, considering that female directors' minority status may constrain their ability to affect group decisions, I supplement social identity theory with critical mass theory to argue that increasing the number of female directors beyond a certain point will empower them to become more influential in CEO appointment decisions, and this empowerment, in turn, will increase the likelihood that firms will appoint a female CEO. Furthermore, I argue that the positive effect of female board representation on the probability of women being appointed to the CEO position is stronger under two organizational conditions: (1) when directors have an opportunity to observe or work with women in the upper echelons of other firms through board interlock ties and (2) when the organization or industry has a higher-level of female-friendliness. I test this argument by analyzing 1,096 CEO succession events in large United States firms from 1998 to 2012. I found that the likelihood of appointing a female CEO significantly rises once the board has three female directors. The results also demonstrate that the relationship between the proportion of female directors and the likelihood of appointing a female CEO is stronger when directors have interlock ties with firms having women in the upper echelons and when the firm and the industry the firm belongs to have a high proportion of female executive managers.","abstract_html":"This dissertation examines the effect of female board representation on the probability that a firm will appoint a woman to the CEO position. To study the relationship, I first draw on social identity theory to explain female directors’ preference for a female CEO candidate. Then, considering that female directors' minority status may constrain their ability to affect group decisions, I supplement social identity theory with critical mass theory to argue that increasing the number of female directors beyond a certain point will empower them to become more influential in CEO appointment decisions, and this empowerment, in turn, will increase the likelihood that firms will appoint a female CEO. Furthermore, I argue that the positive effect of female board representation on the probability of women being appointed to the CEO position is stronger under two organizational conditions: (1) when directors have an opportunity to observe or work with women in the upper echelons of other firms through board interlock ties and (2) when the organization or industry has a higher-level of female-friendliness. I test this argument by analyzing 1,096 CEO succession events in large United States firms from 1998 to 2012. I found that the likelihood of appointing a female CEO significantly rises once the board has three female directors. The results also demonstrate that the relationship between the proportion of female directors and the likelihood of appointing a female CEO is stronger when directors have interlock ties with firms having women in the upper echelons and when the firm and the industry the firm belongs to have a high proportion of female executive managers.","abstract_has_math":false,"creators":["You, Ji Hae"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Human Res & Industrial Rels","degree_department":null,"school":null,"contributors":["Shin, Taekjin","Olson, Craig","Aguilera, Ruth","Bednar, Michael"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2016,"date_issued":"2016-07-07T21:17:48Z","date_published":"2016-07-07T21:17:48Z","updated_at":"2026-07-22T22:26:34Z","subjects":["Board gender diversity","CEO succession"],"languages":["en"],"rights":["Copyright 2016 Ji Hae You"],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/2142/90931","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Shin, Taekjin","Olson, Craig","Aguilera, Ruth","Bednar, Michael"]},{"key":"dc:creator","label":"Author","values":["You, Ji Hae"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2016-07-07T21:17:48Z","2018-07-08T09:15:16Z","2016-04-21","2016-05"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Human Res & Industrial Rels"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Board gender diversity","CEO succession"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 2016 Ji Hae You"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/90931"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["This dissertation examines the effect of female board representation on the probability that a firm will appoint a woman to the CEO position. To study the relationship, I first draw on social identity theory to explain female directors’ preference for a female CEO candidate. Then, considering that female directors' minority status may constrain their ability to affect group decisions, I supplement social identity theory with critical mass theory to argue that increasing the number of female directors beyond a certain point will empower them to become more influential in CEO appointment decisions, and this empowerment, in turn, will increase the likelihood that firms will appoint a female CEO. Furthermore, I argue that the positive effect of female board representation on the probability of women being appointed to the CEO position is stronger under two organizational conditions: (1) when directors have an opportunity to observe or work with women in the upper echelons of other firms through board interlock ties and (2) when the organization or industry has a higher-level of female-friendliness. I test this argument by analyzing 1,096 CEO succession events in large United States firms from 1998 to 2012. I found that the likelihood of appointing a female CEO significantly rises once the board has three female directors. The results also demonstrate that the relationship between the proportion of female directors and the likelihood of appointing a female CEO is stronger when directors have interlock ties with firms having women in the upper echelons and when the firm and the industry the firm belongs to have a high proportion of female executive managers.","Submission published under a 24 month embargo labeled 'Closed Access', the embargo will last until 2018-05-01","The student, Ji Hae You, accepted the attached license on 2016-04-19 at 15:26.","The student, Ji Hae You, submitted this Dissertation for approval on 2016-04-19 at 15:38.","This Dissertation was approved for publication on 2016-04-21 at 08:12.","DSpace SAF Submission Ingestion Package generated from Vireo submission #9346 on 2016-07-07 at 14:17:28","Made available in DSpace on 2016-07-07T21:17:48Z (GMT). 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I test this argument by analyzing 1,096 CEO succession events in large United States firms from 1998 to 2012. I found that the likelihood of appointing a female CEO significantly rises once the board has three female directors. 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