Análisis de la suposición de no linealidad en la relación entre la diversidad de género en el consejo de administración y la rentabilidad de la firma

Referencias bibliográficas

• Ancona, D. G. y Cadwell, D. F. (2009). Compose teams to assure successful boundary activity. En E. A. Locke (ed.), Handbook of principles of organizational behavior (pp. 295-308). John Wiley & Sons.
• Ashkanasy, N. M., Härtel, C. E. y Daus, C. S. (2002). Diversity and emotion: The new frontiers in organizational behavior research. Journal of Management, 28(3), 307-338.
• Bainbridge, S. M. (2002). Why a board? Group decision-making in corporate governance. Vanderbilt Law Review, 55, 1-55.
• Baysinger, B. y Hoskisson, R. E. (1990). The composition of boards of directors and strategic control: Effects on corporate strategy. Academy of Management Review, 15(1), 72-87.
• Ben-Amar, W., Francoeur, C., Hafsi, T. y Labelle, R. (2013). What makes better boards? A closer look at diversity and ownership. British Journal of Management, 24, 85-101.
• Carli, L. L. y Eagly, A. H. (1999). Gender effects on social influence and emergent leadership. En G. N. Powell (ed.), Handbook of Gender & Work (pp. 203-222). London: Sage Publications.
• Carter, D. A., Simkins, B. J. y Simpson, W. G. (2003). Corporate governance, board diversity, and firm value. The Financial Review, 38(1), 33-53.
• Chattopadhyay, P., Tluchowska, M. y George, E. (2004). Identifying the ingroup: A closer look at the influence of demographic dissimilarity on employee social identity. Academy of Management Review, 29(2), 180-202.
• Ellemers, N., De Gilder, D. y Haslam, S. A. (2004). Motivating individuals and groups at work: A social identity perspective on leadership and group performance. Academy of Management Review, 29(3), 459-478.
• Ely, R. J. y Padavic, I. (2007). A feminist analysis of organizational research on sex differences. Academy of Management Review, 32(4), 1.121-1.143.
• Forbes, D. P. y Milliken, F. J. (1999). Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24(3), 389-505.
• Francoeur, C., Labelle, R. y Sinclair-Desgagné, B. (2008). Gender diversity in corporate governance and top management. Journal of Business Ethics, 81(1), 83-95.
• Freeman, R. E. (2011). Some thoughts on the development of stakeholders theory. En R.A. Phillips (ed.), Stakeholders theory. Impact and prospects (pp. 212-234). Cheltenham: Edward Elgar.
• Frink, D. D., Robinson, R. K., Reithel, B., Arthur, M. M., Ammeter, A. P., Ferris, G. R., Kaplan, D. M. y Morrisette, H. S. (2003). Gender demography and organization performance. Group & Organization Management, 28(1), 127-147.
• Fryxell, G. E. y Lerner, L. D. (1989). Contrasting corporate profiles: women and minority representation in top management positions. Journal of Business Ethics, 8(5), 341-352.
• Gedajlovic, E. R. y Shapiro, D. M. (1998). Management and ownership effects: Evidence from five countries. Strategic Management Journal, 19(6), 533-553.
• Graves, L. M. y Powell, G. N. (2007). Sex, sex similarity and sex diversity effects in teams: The importance of situational factors. En D. Bilimoria y S. K. Piderit (eds.), Handbook on women in business and management (pp. 217-231). Cheltenham: Edward Elgar Publishing.
• Gul, F. A., Hutchinson, M. y Lai, K. M. (2013). Gender-diverse boards and properties of analyst earnings forecasts. Accounting Horizons, 27(3), 511-538.
• Harrison, D. A., Price, K. H. y Bell, M. P. (1998). Beyond relational demography: Time and the effects of sur- face-and deep-level diversity on work group cohesion. Academy of Management Journal, 41(1), 96-107.
• Hillman, A. J. (2015). Board diversity: Beginning to unpeel the onion. Corporate Governance: An International Review, 23(2), 104-107.
• Hillman, A. J. y Dalziel, T. (2003). Boards of directors and firm performance: Integrating agency and resource dependence perspectives. Academy of Management, 28(3), 383-396.
• Jackson, S. E., Joshi, A. y Erhardt, N. L. (2003). Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29(6), 801-830.
• Jehn, K. A., Northcraft, G. B. y Neale, M. A. (1999). Why differences make a difference: A field study of diversity, conflict, and performance in workgroups. Administrative Science Quarterly, 44(4), 741-763.
• Joecks, J., Pull, K. y Vetter, K. (2013). Gender diversity in the boardroom and firm performance: What exactly constitutes a critical mass? Journal of Business Ethics, 118, 61-72.
• Kaczmarek, S. (2014). Interlocking directorships and firm performance in highly regulated sectors: the moderating impact of board diversity. Journal of Management & Governance, 18(2), 347-372.
• Kiel, G. C. y Nicholson, G. J. (2003). Board composition and corporate performance: How the Australian experience informs contrasting theories of corporate governance. Corporate Governance, 11(3), 189-205.
• Korac-Kakabadse, A., Korac-Kakabadse, N. y Myers, A. (1998). Demographics and leadership philosophy: Exploring gender differences. The Journal of Management Development, 17(5), 351-362.
• La Porta, R., Lopez-De-Silanes, F. y Shleifer, A. (1999). Corporate ownership around the world. The Journal of Finance, 54(2), 471-517.
• Lawrence, B. S. (1997). Perspective-The black box of organizational demography. Organization Science, 8(1), 1-22.
• Lynall, M. D., Golden, B. R. y Hillman, A. J. (2003). Board composition from adolescence to maturity: A multitheoretic view. Academy of Management Review, 28(3), 416-431.
• Milliken, F. J. y Martins, I. L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Journal, 21(2), 402-433.
• Muller-Kahle, M. I. y Lewellyn, K. B. (2011). Did board configuration matter? The case of US subprime lenders. Corporate Governance: An International Review, 19(5), 405-417.
• Nielsen, S. (2012). Diversity among senior executives and board directors. En T. Clarke y D. Branson (eds.), The SAGE handbook of corporate governance (pp. 345-363). London: Sage Publications.
• Nienhuser, W. (2008). Resource dependence theory. How well does it explain behavior of organizations. Management Revue, 19(1-2), 9-32.
• Prieto, L. C., Phipps, S. T. A. y Osiri, J. K. (2009). Linking workplace diversity to organizational performance: A conceptual framework. Journal of Diversity Management, 4(4), 13-21.
• Raheja, C. G. (2005). Determinants of board size and composition: A theory of corporate boards. Journal of Financial and Quantitative Analysis, 40(2), 283-306.
• Roberge, M. E. y Van Dick, R. (2010). Recognizing the benefits of diversity: When and how does diversity increase group performance? Human Resource Management Review, 20, 295-308.
• Roberson, Q. N. y Park, H. J. (2007). Examining the link between diversity and firm performance: The effects of diversity reputation and leader racial diversity. Group & Organization Management, 32(5), 548-568.
• Rosenzweig, P. (1998). Managing the new global workforce: Fostering diversity, forging consistency. European Management Journal, 16(6), 644-652.
• Ruigrok, W., Peck, S. y Tacheva, S. (2007). Nationality and gender diversity on Swiss corporate boards. Corporate Governance, 15(4), 546-567.
• Shaw, J. B. y Barrett-Power, E. (1998). The effects of diversity on small work group processes and performance. Human Relations, 51, 1.307-1.325.
• Shin, S. J., Kim, T. Y. y Bian, L. (2012). Cognitive team diversity and individual team member creativity: A cross-level interaction. Academy of Management Journal, 55(1), 197-212.
• Strauss, J. P. y Connerley, M. L. (2003). Demographics, personality, contact, and universal diverse orientation: An exploratory examination. Human Resource Management, 42, 159-174.
• Van den Bossche, P., Gijselaers, W. H., Segers, M. y Kirschner, P. A. (2006). Social and cognitive factors driving teamwork in collaborative learning environments team learning beliefs and behaviors. Small Group Research, 37(5), 490-521.
• Van der Walt, N. y Ingley, C. (2003). Board dynamics and the influence of professional background, gender and ethics diversity of directors. Corporate Governance, 11, 218-234.
• Van Veen, K. y Elbertsen, J. (2008). Governance regimes and nationality diversity in corporate boards: A comparative study of Germany, the Netherlands and the United Kingdom. Corporate Governance: An International Review, 16(5), 386-399.
• Webb, E. (2004). An examination of socially responsible firms' board structure. Journal of Management and Governance, 8, 255-277.
• Williams, K. Y. y O'Reilly, C. A. (1998). Demography and diversity in organizations: A review of 40 years of research. Research in Organizational Behavior, 20, 77-140.