Impact of Managerial Gender Diversity on Firm Performance in Japanese Companies: Evidence from Tobin's Q Analysis | Chapter 6 | Current Progress in Arts and Social Studies Research Vol. 3

 

The gender gap is significantly greater in Japan than in any other advanced OECD countries. A country’s competitiveness depends on its human talent—the skills, education and productivity of its workforce. This research is unique because it presents empirical evidence testing whether increasing gender diversity is associated with improved firm performance for Japanese listed companies, which have different cultural backgrounds from Western companies, after controlling for size and firm age. A number of researchers have proposed various mechanisms that would imply a positive relationship between workforce diversity and firm performance. As Worthley et al. [1] point out, the growing importance of the Japanese female workforce under global competition requires a better understanding of gender-related issues in organizational management which is undergoing a transformation from their rooted traditional managerial habits, such as seniority-based promotion, lifetime employment, paternalism, or prioritizing corporate harmony, which favor men. We find statistically significant positive relationships between managerial gender diversity and one measure of firm performance, Tobin’s q, without a long time lag required for it to be realized. We find, similarly to Siegel and Kodama [2], that manufacturing firms benefit significantly and sensitively to a greater extent from increasing managerial gender diversity as compared to those in the service industries, and moreover the curvature of this relationship is significantly greater for manufacturers. Furthermore, firms that demand fewer hours of overtime from their employees also experience this performance boost with increases in management gender diversity, with the same concave shape, and the more OT is reduced the more pronounced the effect. Having established a committee for diversity promotion by 2006 did not show any impact on firm performance per se, even by 2012, but it did magnify the effect of gender diversity on Tobin’s q, providing support for Pless and Maak’s [3] conjecture that a culture of inclusiveness is required for the benefits accruing from gender diversity to truly be realized. Finally, it is concluded that gender diversity could revitalize Japanese firms by providing an immediately accessible but underutilized source of competitive advantage.

                                                                           

 

Author(s) Details

Yukiko Nakagawa
Aoyama Gakuin University, Japan.

 

Please see the book here:- https://doi.org/10.9734/bpi/cpassr/v3/1463

Thought Leadership: The Way Forward for the Malaysian Service Industry | Chapter 4 | Current Aspects in Business, Economics and Finance Vol. 1

It's important to have a more thorough discussion about the term's increasing significance: thinking leadership. Having a culture of thought leadership is beneficial. Thought leaders are reliable authority who inspire people to actualize their innovative ideas. The industry, a particular speciality, or maybe the entire planet are transformed over time by thought leaders. Today, companies as well as individuals possess thought leadership. Because they have embraced thought leadership traits, several businesses have been classified as thought leadership corporations. Authority level, leadership style, information exchange, and approaches to problem-solving are just a few of the ways that thought leadership is different from traditional leadership. There are few innovative and creative thinking leaders in Malaysia's services sector, which is the country's largest economic contributor. This underlines how crucial it is to start right away to develop thought leadership in the service industry. Other ideas for developing thought leadership include standing out in talent pools and attracting the attention of industry insiders. As a result, this study aims to define the distinctions between thought leadership and traditional leadership and investigate the ways in which thought leadership might aid in the growth of the Malaysian service sector. This research also highlighted some typical errors that businesses should avoid, such as imitating others, lacking a plan, offering low-quality material, having a false sense of oneself, and placing too much focus on self-promotion.

Author(s) Details:

Yeo Hui Ying,
Azman Hashim International Business School, Universiti Teknologi Malaysia, Johor, Malaysia.

Ong Choon Hee,
Azman Hashim International Business School, Universiti Teknologi Malaysia, Johor, Malaysia.

Please see the link here: https://stm.bookpi.org/CABEF-V1/article/view/7299