A longitudinal study of women directors in Australia

Abstract

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.

Citation

Burgess, Z. and Fallon, B. (2003), "A longitudinal study of women directors in Australia", Women in Management Review, Vol. 18 No. 7, pp. 359-368. https://doi.org/10.1108/09649420310498984