an article by Laurenz Ennser-Jedenastik (University of Vienna, Austria) published in Journal of European Social Policy Volume 27 Issue 3 (July 2017)
Abstract
Social policy matters have long been considered women’s issues. Extant research has documented a strong link between gender and the policies of the welfare state in the legislative, executive and electoral arenas. Yet what determines the strength of this association has largely been left unexplored.
Drawing on tokenism theory, this article proposes gender diversity at the group level as a key explanatory factor. It hypothesizes that the gender gap in social policy diminishes as the female representation in a political party increases.
To test this argument, it examines almost 8,000 press releases issued by over 600 politicians during four election campaigns in Austria between 2002 and 2013. The analysis demonstrates that women talk more about social policy issues during election campaigns than men, but that this emphasis gap disappears for parties with a more equal gender balance.
These results have important implications for our understanding of the politics of gender and social policy.
Full Text (PDF 14pp)
Showing posts with label gender_diversity. Show all posts
Showing posts with label gender_diversity. Show all posts
Sunday, 3 September 2017
Wednesday, 7 November 2012
Women on boards of directors: Why skirts in seats aren’t enough
an article by Stacey R. Fitzsimmons (Haworth College of Business, Western Michigan University, USA) published in Business Horizons
Volume 55 Issue 6 (November–December 2012)
Abstract
Most organizations focus their attention on simply achieving gender diversity on their boards. This approach misses the point.
A complex relationship exists between board gender diversity and good governance whereby such diversity can have a negative, positive, or neutral impact on organisational performance, indicating that organisations may only reap the benefits of gender-diverse boards under proper conditions.
This article examines which conditions allow gender-diverse boards to flourish and which conditions lead to failure.
Organisations usually increase female representation on boards of directors to achieve one of two goals: gender parity or improved governance.
Each of these goals is influenced by different circumstances and thus must be approached in a unique manner. Three recommendations are offered herein for organisations trying to achieve each goal. Gender, ethnic, and cultural board diversity all share related justifications and challenges, so organizations that follow the recommendations in this article will be well positioned to benefit from all three sources of increased diversity on their boards of directors.
Abstract
Most organizations focus their attention on simply achieving gender diversity on their boards. This approach misses the point.
A complex relationship exists between board gender diversity and good governance whereby such diversity can have a negative, positive, or neutral impact on organisational performance, indicating that organisations may only reap the benefits of gender-diverse boards under proper conditions.
This article examines which conditions allow gender-diverse boards to flourish and which conditions lead to failure.
Organisations usually increase female representation on boards of directors to achieve one of two goals: gender parity or improved governance.
Each of these goals is influenced by different circumstances and thus must be approached in a unique manner. Three recommendations are offered herein for organisations trying to achieve each goal. Gender, ethnic, and cultural board diversity all share related justifications and challenges, so organizations that follow the recommendations in this article will be well positioned to benefit from all three sources of increased diversity on their boards of directors.
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