Board and management gender diversity and financial performance of microfinance institutions

We investigate board and management gender diversity issues in the microfinance setting with data (2010–2014) drawn from 494 microfinance institutions across 76 countries. We find that board gender diversity positively predicts management gender diversity. On the effects of board and management gend...

Descripción completa

Guardado en:

Detalles Bibliográficos
Autores principales:	Michael Adusei, Samuel Yaw Akomea, Kwasi Poku
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2017
Materias:	board of directors diversity microfinance institutions financial performance Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/e6c9f92358344788b89fcf2ceea4d8d3
Etiquetas:	Agregar Etiqueta Sin Etiquetas, Sea el primero en etiquetar este registro!

id	oai:doaj.org-article:e6c9f92358344788b89fcf2ceea4d8d3
record_format	dspace
spelling	oai:doaj.org-article:e6c9f92358344788b89fcf2ceea4d8d32021-12-02T14:35:47ZBoard and management gender diversity and financial performance of microfinance institutions2331-197510.1080/23311975.2017.1360030https://doaj.org/article/e6c9f92358344788b89fcf2ceea4d8d32017-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2017.1360030https://doaj.org/toc/2331-1975We investigate board and management gender diversity issues in the microfinance setting with data (2010–2014) drawn from 494 microfinance institutions across 76 countries. We find that board gender diversity positively predicts management gender diversity. On the effects of board and management gender diversity on the financial performance of microfinance institutions (MFIs), we find that whereas board gender diversity is negatively and significantly related to MFI financial performance, management gender diversity is negatively but insignificantly related to MFI financial performance. We show that 50% or higher diversity in either board or management is the threshold at which gender diversity is productive to MFIs. However, danger exists that an MFI that combines 50% or higher female representation on its board with 50% or higher female representation on its management team is likely to experience a tumble in its financial performance. The overall effect of these outcomes is that the push for more female representation on boards and management teams of MFIs should be done with a lot of tact and circumspection.Michael AduseiSamuel Yaw AkomeaKwasi PokuTaylor & Francis Grouparticleboard of directorsdiversitymicrofinance institutionsfinancial performanceBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 4, Iss 1 (2017)
institution	DOAJ
collection	DOAJ
language	EN
topic	board of directors diversity microfinance institutions financial performance Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	board of directors diversity microfinance institutions financial performance Business HF5001-6182 Management. Industrial management HD28-70 Michael Adusei Samuel Yaw Akomea Kwasi Poku Board and management gender diversity and financial performance of microfinance institutions
description	We investigate board and management gender diversity issues in the microfinance setting with data (2010–2014) drawn from 494 microfinance institutions across 76 countries. We find that board gender diversity positively predicts management gender diversity. On the effects of board and management gender diversity on the financial performance of microfinance institutions (MFIs), we find that whereas board gender diversity is negatively and significantly related to MFI financial performance, management gender diversity is negatively but insignificantly related to MFI financial performance. We show that 50% or higher diversity in either board or management is the threshold at which gender diversity is productive to MFIs. However, danger exists that an MFI that combines 50% or higher female representation on its board with 50% or higher female representation on its management team is likely to experience a tumble in its financial performance. The overall effect of these outcomes is that the push for more female representation on boards and management teams of MFIs should be done with a lot of tact and circumspection.
format	article
author	Michael Adusei Samuel Yaw Akomea Kwasi Poku
author_facet	Michael Adusei Samuel Yaw Akomea Kwasi Poku
author_sort	Michael Adusei
title	Board and management gender diversity and financial performance of microfinance institutions
title_short	Board and management gender diversity and financial performance of microfinance institutions
title_full	Board and management gender diversity and financial performance of microfinance institutions
title_fullStr	Board and management gender diversity and financial performance of microfinance institutions
title_full_unstemmed	Board and management gender diversity and financial performance of microfinance institutions
title_sort	board and management gender diversity and financial performance of microfinance institutions
publisher	Taylor & Francis Group
publishDate	2017
url	https://doaj.org/article/e6c9f92358344788b89fcf2ceea4d8d3
work_keys_str_mv	AT michaeladusei boardandmanagementgenderdiversityandfinancialperformanceofmicrofinanceinstitutions AT samuelyawakomea boardandmanagementgenderdiversityandfinancialperformanceofmicrofinanceinstitutions AT kwasipoku boardandmanagementgenderdiversityandfinancialperformanceofmicrofinanceinstitutions
_version_	1718391104929267712

Board and management gender diversity and financial performance of microfinance institutions

Ejemplares similares