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A longitudinal study of women directors in Australia

By Zena Burgess and Barry Fallon


Using social identity theory as a framework, the present study empirically tests the idea that women can maintain positions on corporate boards over a number of years through becoming part of the board’s ingroup. A sample of 32 women directors who were part of a study of corporate directors in 1995 participated in the six-year follow-up. A series of hypotheses are tested using nonparametric statistical techniques to test differences in women directors’ personal and board characteristics over the two time periods. Implications of the results are drawn for women seeking to maintain or gain board positions and for the applicability of social identity theory to the research area

Topics: 350000 Commerce, Management, Tourism and Services, Women directors, Boards of directors, Social theories, Australia
Publisher: Emerald
Year: 2003
DOI identifier: 10.1108/09649420310498984
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