Frauen in Führungspositionen
Frauen in Führungspositionen sind trotz gleichwertiger Qualifikationen im Vergleich zu Männern unterrepräsentiert. Als Ursache werden "unsichtbare Barrieren" angenommen, die Frauen daran hindern, in Hierarchien aufzusteigen ("glass ceiling"-Phänomen). Die Infoplattform "Frauen in Führungspositionen" reflektiert die wissenschaftliche und politische Auseinandersetzung mit diesem Thema.
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Literaturhinweis
Do Workers Discriminate against Female Bosses? (2024)
Zitatform
Abel, Martin (2024): Do Workers Discriminate against Female Bosses? In: The Journal of Human Resources, Jg. 59, H. 2, S. 470-501. DOI:10.3368/jhr.1120-11318r3
Abstract
"I hire 2,700 workers for a transcription job, randomly assigning the gender of their (fictitious) manager and provision of performance feedback. While praise has no effect, criticism negatively impacts workers’ job satisfaction and perception of the task’s importance. When female managers deliver this feedback,negative effects on these attitudes double in magnitude. Having a critical female manager does not affect effort provision, but it lowers workers’ interest in working for the firm in the future. Results are consistent with gendered expectations of feedback. I find no evidence for the role of attention discrimination or implicit gender bias." (Author's abstract, IAB-Doku, © the Board of Regents of the University of Wisconsin System) ((en))
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Literaturhinweis
Gender Balance on State Boards in Ireland: To the Forefront of Progress or Concealing the Status Quo? (2024)
Zitatform
Berkery, Elaine, Caroline Murphy & Christine Cross (2024): Gender Balance on State Boards in Ireland: To the Forefront of Progress or Concealing the Status Quo? In: Social Politics, Jg. 31, H. 1, S. 22-48. DOI:10.1093/sp/jxac045
Abstract
"In this article, we examine female appointments to government-owned corporations, called State Sponsored Boards (SSBs), in Ireland over a twenty-eight-year period, to analyze the extent to which gender parity has been achieved using voluntary gender targets. Using data from thirty-four SSBs, we found that overall figures relating to the achievement of gender parity on SSBs are masking the reality of female representation on these boards. We have demonstrated that the high concentration of females on particular boards is increasing the overall average gender representation figures, and as a result, a high proportion of boards are not meeting their gender targets. This research provides evidence of the importance of taking a more nuanced approach to examining gender diversity on boards as a whole." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Gender inequality in leadership positions: The role of part-time employment in seven European countries (2024)
Bohr, Jeanette; Granato, Nadia;Zitatform
Bohr, Jeanette & Nadia Granato (2024): Gender inequality in leadership positions. The role of part-time employment in seven European countries. In: Soziale Welt, Jg. 75, H. 1, S. 78-112. DOI:10.5771/0038-6073-2024-1-78
Abstract
In ganz Europa haben Frauen nach wie vor seltener Führungspositionen inne als Männer, wobei geschlechtsspezifische Unterschiede von Land zu Land variieren. In diesem Papier untersuchen wir, wie eine Teilzeitbeschäftigung zu diesen geschlechtsspezifischen Unterschieden in hochqualifizierten Berufen beiträgt. Dabei legen wir besonderes Augenmerk auf die Frage, ob und gegebenenfalls, wie die Korrelation zwischen Teilzeitarbeit und einer Führungsposition durch das Geschlecht vermittelt wird, da der Erwerbsumfang und die Geschlechterzugehörigkeit in empirischen Studien bisher häufig konfundiert wurden. Die Analysen basieren auf Daten der Arbeitskräfteerhebung der Europäischen Union und schließen sieben europäische Länder ein. Unsere Ergebnisse bestätigen einen Zusammenhang zwischen Teilzeit und dem Gender-Gap bei Führungspositionen, wobei eine negative Korrelation zwischen reduzierter Arbeitszeit und der Ausübung einer Führungsposition besteht und Frauen viel häufiger als Männer in Teilzeit arbeiten. Unsere Ergebnisse deuten darauf hin, dass die sogenannten Teilzeit-Penalties, also die negative Korrelation zwischen Teilzeitbeschäftigung und einer Führungsposition, geschlechtsspezifisch sind, und zwar dahingehend, dass männliche Arbeitnehmer stärker betroffen sind als weibliche. Unsere Ergebnisse lassen auch vermuten, dass das Ausmaß von Teilzeit-Penalties nicht mit der vorherrschenden Teilzeitkultur in einem Land variiert." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Gender Quotas, Board Diversity and Spillover Effects. Evidence from Italian Banks (2024)
Zitatform
Del Prete, Silvia, Giulio Papini & Marco Tonello (2024): Gender Quotas, Board Diversity and Spillover Effects. Evidence from Italian Banks. (GLO discussion paper / Global Labor Organization 1368), Essen, 48 S.
Abstract
"We study the impact of a law, which required the increase of the proportion of women on boards of listed companies to at least one third. We look at its impact on listed banks, but also test whether it led to spillovers into non-listed banks belonging to listed groups or along other board diversity dimensions. Using administrative data, we compare diversity measures of boards of listed and non-listed banks in listed groups with those in non-listed groups, before and after the introduction of the law, in a difference-in-differences specifi- cation. We find that the imposition of the gender quota only changed the composition of the boards of listed banks, with no effect on their economic performance, nor spillovers on other non-listed banks in listed groups. The law enhanced diversity of boards of listed banks, also along individual characteristics other than gender." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Gender quotas, board diversity and spillover effects. Evidence from Italian banks (2024)
Zitatform
Del Prete, Silvia, Giulio Papini & Marco Tonello (2024): Gender quotas, board diversity and spillover effects. Evidence from Italian banks. In: Journal of Economic Behavior & Organization, Jg. 221, S. 148-173. DOI:10.1016/j.jebo.2024.03.019
Abstract
"We study the impact of a law, which required the increase of the proportion of women on boards of listed companies to at least one third. We look at its impact on listed banks, but also test whether it led to spillovers into non-listed banks belonging to listed groups or along board diversity dimensions other than gender. Using administrative data, we compare diversity measures of boards of listed and non-listed banks in listed groups with those in non-listed groups, before and after the introduction of the law, in a difference-in-differences specification. We find that the gender quota law only changed the composition of the boards of listed banks, with no effects on their economic performance, nor relevant spillovers on other non-listed banks in listed groups. The law also enhanced diversity on boards of directors of listed banks along individual characteristics other than gender." (Author's abstract, IAB-Doku, © 2024 Elsevier) ((en))
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Literaturhinweis
Role (in-)congruity and the Catch 22 for female executives: how stereotyping contributes to the gender pay gap at top executive level (2024)
Zitatform
Diederich, Sarah, Anja Iseke, Kerstin Pull & Martin Schneider (2024): Role (in-)congruity and the Catch 22 for female executives: how stereotyping contributes to the gender pay gap at top executive level. In: The International Journal of Human Resource Management, Jg. 35, H. 7, S. 1283-1311. DOI:10.1080/09585192.2023.2273331
Abstract
"We examine to what extent the gender pay gap at top executive level is linked to gender stereotypes, i.e. to societal beliefs about the attributes women and men possess and the roles they ought to perform. We theorize that, even at the highest hierarchical level of an organization, executive functions are gender stereotyped: some (such as IT) are considered typically ‘masculine’, while others (such as human resources) are considered typically ‘feminine’. We argue gender stereotyping at the executive level to be related to pay such that masculine functions are paid more than feminine ones. Referring to role congruity theory, we further argue that women are paid better when they hold less masculine and therefore more role congruous functions. We find supportive evidence for both predictions when studying large European companies across the years 2014 to 2018. Pay data for 353 executives were linked to results of a survey in which participants were asked to rate the masculinity of the areas of responsibility of different executive functions. We find an empirical pattern that reflects a Catch 22 situation in which women executives appear unable to increase their pay by switching to more masculine functions that are, on average, better paid." (Author's abstract, IAB-Doku, © Taylor & Francis) ((en))
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Literaturhinweis
The leadership gap between full-time and part-time female employees (2024)
Zitatform
Funk, Stephanie & Susanne Warning (2024): The leadership gap between full-time and part-time female employees. In: European Management Journal. DOI:10.1016/j.emj.2024.09.002
Abstract
"Employers interpret high numbers of contractual working hours of part-time employees as a signal for high work engagement, qualifying them for a leadership position. However, signals do not work equally well in all environments. We suggest that the value of a signal depends on corporate culture, being relatively low in companies with strict work regimes where employees are expected to be available and visible. We test this prediction combining data on female employees and their employers. Our analyses show that the positive effect of contractual hours on leadership positions varies systematically with the difference between the contractual working hours of full-time and part-time employees. The smaller the working time difference between a full-time and a part-time employee, the more likely it is that the part-timer is in a leadership position. In addition, the more a firm relies on overtime and requires strict presence at work, the larger is the statistical association between high contractual hours and leadership positions at individual level. In a world where work-life balance is increasingly important, this research provides new insights into the heterogeneity of part-time workers and the design of corporate cultures and policies to create sustainable work environments." (Author's abstract, IAB-Doku, © 2024 Elsevier) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1221.de.en.v2 -
Literaturhinweis
Female advantage in German sociology: Does accounting for the “leaky pipeline” effect in becoming a tenured university professor make a difference? (2024)
Zitatform
Habicht, Isabel M., Martin Schröder & Mark Lutter (2024): Female advantage in German sociology: Does accounting for the “leaky pipeline” effect in becoming a tenured university professor make a difference? In: C. Gross & S. Jaksztat (Hrsg.) (2024): Career Paths Inside and Outside Academia (=Soziale Welt. Special Edition 26), S. 407-456. DOI:10.5771/9783748925590-407
Abstract
"Aktuelle Studien, die Publikationen und weitere sichtbare Karrierefaktoren berücksichtigen, zeigen eine höhere Chance für Frauen, Soziologieprofessuren an deutschen Universitäten zu erhalten. In diesem Beitrag replizieren wir eine solche Studie und erweitern diese um zusätzliche Datenerhebungspunkte und Angaben zur Elternschaft. Dies ermöglicht Rückschlüsse auf geschlechtsspezifische Ausstiegsraten aus dem Wissenschaftssystem, die in der ursprünglichen Studie zu einer Überschätzung des Chancenvorteils von Frauen geführt haben könnten. Die Replikation deutet jedoch nicht auf eine Abschwächung des Effekts hin: Cox-Regressionen zeigen, dass Frauen eine um 48 Prozent höhere Chance auf eine Lebenszeitprofessur haben, wenn Elternschaft berücksichtigt wird. Weitere Ergebnisse zeigen, dass Frauen häufiger ohne Promotionsabschluss die Wissenschaft verlassen (Pre-Doc-Phase), während Männer häufiger in der Post-Doc-Phase die Wissenschaft verlassen. Diese geschlechtsspezifischen Ausstiegsraten tragen allerdings nicht zur Erklärung des Chancenvorteils von Frauen bei der Berufung auf eine Lebenszeitprofessur bei." (Autorenreferat, IAB-Doku, © Nomos)
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Literaturhinweis
The future is PARITY: Repräsentanz von Frauen in Führungspositionen der Verwaltungsdigitalisierung in Deutschland: Status quo und Möglichkeiten zur Verbesserung (2024)
Hammerschmid, Gerhard; Weinmann, Camila; Matten, Antje; Rabe, Dinah; Klein, Johanna; Dinnessen, Felix; Köchling, Alina ;Zitatform
Hammerschmid, Gerhard, Dinah Rabe, Camila Weinmann, Johanna Klein, Alina Köchling, Antje Matten & Felix Dinnessen (2024): The future is PARITY. Repräsentanz von Frauen in Führungspositionen der Verwaltungsdigitalisierung in Deutschland: Status quo und Möglichkeiten zur Verbesserung. Berlin ; München, 24 S.
Abstract
"Die digitale Transformation der Verwaltung hat stetig an Bedeutung gewonnen und sich in den letzten Jahren zu einem attraktiven und stark wachsenden Karrierefeld der öffentlichen Verwaltung entwickelt. Gleichzeitig ist es ein Bereich, in dem die Repräsentanz von Frauen traditionell geringer ist als in anderen Berufsfeldern. Im Hinblick auf die ambitionierten Gleichstellungsziele der Verwaltung – der Bund hat sich etwa verpflichtet bis Ende 2025 die Gleichstellung von Frauen in Führungspositionen zu erreichen – stellt sich die Frage, wie das gerade auch im Bereich der Verwaltungsdigitalisierung gelingen kann. Die Studie beschäftigt sich mit der Repräsentanz von Frauen in Führungspositionen in der Verwaltungsdigitalisierung auf Bundes- und Länderebene und beleuchtet erstmals den Status quo sowie die Erfahrungen von weiblichen Führungskräften in diesem Bereich. Ziel ist, erfolgsversprechende Strategien und Maßnahmen zur Erhöhung des Frauenanteils der öffentlichen Verwaltung zu identifizieren. Die Ergebnisse zeigen eine weiterhin bestehende klare Unterrepräsentanz von Frauen sowohl bei Führungskräften allgemein als auch bei Führungskräften mit Digitalisierungsbezug auf. Insbesondere auf Länderebene zeigt sich ein klares Defizit und hoher Handlungsbedarf. Wirksame Maßnahmen zur Förderung der Gleichberechtigung sind angepasste Rekrutierungsmaßnahmen, Personalentwicklung und mehr Flexibilität, insbesondere aber auch verbindliche Quoten. Die gewonnenen Erkenntnisse sollen als Orientierung für Maßnahmen zur Förderung der Gleichstellung dienen. Die Ergebnisse sind nicht nur maßgeblich für die aktuelle Debatte um Gleichstellung von Frauen und Männern, sondern stellen einen bedeutenden Schritt zur Integration und Gleichberechtigung von Frauen in der Verwaltungsdigitalisierung dar." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Peer Effects and the Gender Gap in Corporate Leadership: Evidence from MBA Students (2024)
Hampole, Menaka; Truffa, Francesca; Wong, Ashley;Zitatform
Hampole, Menaka, Francesca Truffa & Ashley Wong (2024): Peer Effects and the Gender Gap in Corporate Leadership: Evidence from MBA Students. (CESifo working paper 11295), München, 54 S.
Abstract
"Women continue to be underrepresented in corporate leadership positions. This paper studies the role of social connections in women's career advancement. We investigate whether access to a larger share of female peers in business school affects the gender gap in senior managerial positions. Merging administrative data from a top-10 U.S. business school with public LinkedIn profiles, we first document that female MBAs are 24% less likely than male MBAs to enter senior management within 15 years of graduation. Next, we use the exogenous assignment of students into sections to show that a larger proportion of female MBA section peers increases the likelihood of entering senior management for women but not for men. This effect is driven by femalefriendly firms, such as those with more generous maternity leave policies and greater work schedule flexibility. A larger proportion of female MBA peers induces women to transition to these firms where they attain senior management roles. A survey of female MBA alumnae reveals three key mechanisms: (i) information sharing, especially related to gender-specific advice, (ii) higher ambitions and self-confidence, and (iii) increasing support from male MBA peers. These findings highlight the role of social connections in reducing the gender gap in senior management positions." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Resisting sexisms, aggression, and burnout in academic leadership: Surviving in the gendered managerial academy (2024)
Zitatform
Haynes, Kathryn (2024): Resisting sexisms, aggression, and burnout in academic leadership: Surviving in the gendered managerial academy. In: Gender, work & organization, Jg. 31, H. 5, S. 2286-2302. DOI:10.1111/gwao.13137
Abstract
"How is it possible to survive as a woman senior leader in the gendered managerial academy? In this autoethnographical article, I illustrate the lived reality, insecurity, and struggle of academic leadership. Drawing from three vignettes, I discuss decision-making processes, blatant sexist aggressions, and the problematic negation of affect and personal life. Their critical contribution is to expose the consequences of gendered managerialism in the neo-liberal academy and the false promise of ‘leadership’, in which women continue to experience gender challenges, sexism, and the risk of burnout in their everyday experiences. However, I also show how it is possible to counter the detrimental effects of gendered managerialism through four forms of resistance: resistance through embodied affective authenticity; resistance through solidarities, and social relations with others; resistance through feminist activism; and resistance by stepping back." (Author's abstract, IAB-Doku, Published by arrangement with John Wiley & Sons) ((en))
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Literaturhinweis
The Broken Rung: Gender and the Leadership Gap (2024)
Hägele, Ingrid;Zitatform
Hägele, Ingrid (2024): The Broken Rung: Gender and the Leadership Gap. (arXiv papers 2404.07750), 75 S.
Abstract
"Addressing female underrepresentation in leadership positions has become a key policy objective. However, little is known about the extent to which leadership appeals differently to women. Collecting new data from a large firm, I document that women are substantially less likely to apply for early-career promotions. Realized application patterns and large-scale surveys reveal the role of an understudied feature of promotions -- having to assume responsibility over a team -- which is less appealing to women. This gender difference is not accounted for by standard explanations, such as success likelihood or confidence, but is rather a product of common design features of leadership positions." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Gender, credentials & success: An examination of educational attainment in top management teams (2024)
Zitatform
Ingersoll, Alicia R., Christy Glass & Alison Cook (2024): Gender, credentials & success: An examination of educational attainment in top management teams. In: Social science research, Jg. 124. DOI:10.1016/j.ssresearch.2024.103078
Abstract
"In recent decades, women have made historic gains in educational attainment, now outpacing men in terms of college enrollment and degree completion. Yet, despite the ubiquity of policies and programs aimed at advancing women in work organizations, women's educational gains have not yet translated into greater representation in elite corporate roles. The current study seeks to address this puzzle by analyzing the conditions under which women's educational attainment and credentials enable them to overcome gendered barriers to entry into executive positions. Specifically, we analyze the conditions under which women's educational attainment and credentials facilitate entry into executive roles and provide access to network ties necessary for gaining entrance into male-dominated positions. To answer our research questions we analyze a unique, author-constructed dataset that includes all top executives of the S&P 500 over a 5-year period. We use ordered logistic regression to analyze both the educational attainment and educational networks of executives. Findings suggest that key differences between women and men executives' networks and credentials exist, which contribute to disparities in access to organizational leadership opportunities." (Author's abstract, IAB-Doku, © 2024 Elsevier) ((en))
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Literaturhinweis
Women directors, board attendance, and corporate financial performance (2024)
Zitatform
Joecks, Jasmin, Kerstin Pull & Katrin Scharfenkamp (2024): Women directors, board attendance, and corporate financial performance. In: Corporate Governance, Jg. 32, H. 2, S. 205-227. DOI:10.1111/corg.12525
Abstract
"Using insights from an in-depth qualitative interview study, we propose an input-process-output model where the link between women directors (input) and corporate financial performance (output) is mediated by board attendance and where board attendance serves as a proxy of several intermediate but latent board processes. Further, we dig deeper into the nonlinearities of female boardroom representation by analyzing in how far the postulated mediation depends on the number of women in the boardroom. Analyzing quantitative data from German supervisory boards over an 11-year period, we find the link between women directors and corporate financial performance to be partially mediated by board attendance, and we find the mediation to depend on whether there is more than just one “token” woman in the boardroom. When there is only one woman in the boardroom, her presence is positively linked to board attendance, but the higher board attendance does not to translate into a better corporate financial performance. Our study contributes to theory, by inductively enriching our understanding of how and when women directors and corporate financial performance are linked. Our study encourages firms to appoint more than one woman to the boardroom to profit from an enhanced board attendance that will then also translate into a better corporate financial performance." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Women's Leadership in Fintech: Cross-Country Evidence (2024)
Khera, Purva; Ogawa, Sumiko; Sahay, Ratna; Vasishth, Mahima;Zitatform
Khera, Purva, Sumiko Ogawa, Ratna Sahay & Mahima Vasishth (2024): Women's Leadership in Fintech: Cross-Country Evidence. In: CESIfo Economic Studies. DOI:10.1093/cesifo/ifae013
Abstract
"This paper provides key insights into women ’s representation in the fintech industry, and descriptively examines the association between female leadership and firm performance in this industry. Using novel data from fintech firms in over 80 countries, we find that women leaders in this industry remain scarce. Our analysis reveals that firms founded by women are associated with lower firm performance as measured by their estimated revenue and funding acquired, especially for small firms. On the other hand, there is a positive association between gender diversity in executive board and firm performance, especially for mid-to-large sized firms." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Board gender diversity and the cost of equity: What difference does gender quota legislation make? (2024)
Zitatform
Sarang, Aitzaz Ahsan Alias, Nicolas Aubert & Xavier Hollandts (2024): Board gender diversity and the cost of equity: What difference does gender quota legislation make? In: International Journal of Finance and Economics, Jg. 29, H. 2, S. 2193-2213. DOI:10.1002/ijfe.2774
Abstract
"This study examines the relationship between women directors and the cost of equity (COE). Investigating the French firm's sample, we find a significant negative effect of women directors on the COE. Our results also document that the effect of women directors on reducing the COE is significant for firms that have a critical mass of at least four women directors. Using the difference-in-difference (DID) and propensity score matching (PSM) approach, we find that the relationship between female directors and lower equity costs is significant for the period following the Copé–Zimmermann gender quota law. The results show that women directors' presence on corporate boards is also supported by economic reasons. The study provides implications in relation to the Copé–Zimmermann law in France." (Author's abstract, IAB-Doku, Published by arrangement with John Wiley & Sons) ((en))
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Literaturhinweis
Fortschritte bei Frauen in Führungspositionen – doch weitere Anstrengungen nötig (2024)
Sondergeld, Virginia;Zitatform
Sondergeld, Virginia (2024): Fortschritte bei Frauen in Führungspositionen – doch weitere Anstrengungen nötig. In: Wirtschaftsdienst, Jg. 104, H. 2, S. 136-138. DOI:10.2478/wd-2024-0038
Abstract
"Women’s representation on corporate boards of German companies increased again in 2023. In the largest 200 firms, 18 % of executive board members and 32 % of supervisory board members were women. However, in most companies, there is at most one woman on the executive board and the share of women among CEOs has decreased in many places. Companies, policymakers and other stakeholders must make greater efforts to achieve parity. An analysis of IAB data shows that a higher share of women as managers in establishments decreases the gender pay gap among subordinates, however, only if the share at the highest management level exceeds one-third." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Frauenanteil in Vorständen großer Unternehmen gestiegen, meist bleibt es aber bei höchstens einer Frau. (2024)
Zitatform
Sondergeld, Virginia, Katharina Wrohlich & Anja Kirsch (2024): Frauenanteil in Vorständen großer Unternehmen gestiegen, meist bleibt es aber bei höchstens einer Frau. In: DIW-Wochenbericht H. 3, S. 26-36. DOI:10.18723/diw_wb:2024-3-2
Abstract
"Im Managerinnen-Barometer des DIW Berlin werden seit dem Jahr 2006 die Frauenanteile in Vorständen und Geschäftsführungen (nachfolgend Vorstände) sowie in Aufsichts-, Verwaltungs- und Beiräten sowie Kuratorien (nachfolgend Aufsichtsräte) der größten Unternehmen in Deutschland dokumentiert. Zudem wird dargestellt, wie viele Frauen als Vorsitzende eines Vorstands beziehungsweise als Vorstandssprecherinnen (nachfolgend Vorstandsvorsitzende) sowie als Aufsichtsratsvorsitzende tätig sind. Diese Frauenanteile werden in diesem Bericht für die 200 – gemessen am Umsatz – größten Unternehmen in Deutschland,info für alle DAX-Unternehmen, alle Unternehmen mit Bundesbeteiligunginfo sowie für die 100 – gemessen an der Bilanzsumme – größten Bankeninfo und – nach Beitragseinnahmen – 60 größten Versicherungeninfo erfasst. Weiterhin werden die Frauenanteile in Vorständen und Aufsichtsräten auch gesondert für die von der Geschlechterquote für Aufsichtsräte sowie die von der Mindestbeteiligung für Vorstände betroffenen Unternehmeninfo berichtet. Zusammen genommen enthält das DIW Managerinnen-Barometer somit Informationen zu mehr als 500 Unternehmen in Deutschland. Die hier veröffentlichten Zahlen wurden vom 15. bis zum 27. November 2023 recherchiert. Die Angaben beruhen auf den Selbstdarstellungen der Unternehmen im Internet, den Geschäftsberichten des Jahres 2022, dem Beteiligungsbericht des Bundes für das Jahr 2022, dem Bundesanzeiger sowie auf Anfragen des DIW Berlin bei den Unternehmen." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Gender Pay Gap in einem Betrieb sinkt mit mehr Frauen in Führungspositionen (2024)
Zitatform
Sondergeld, Virginia & Katharina Wrohlich (2024): Gender Pay Gap in einem Betrieb sinkt mit mehr Frauen in Führungspositionen. In: DIW-Wochenbericht, Jg. 91, H. 3, S. 38-43. DOI:10.18723/diw_wb:2024-3-3
Abstract
"Frauen sind in hohen Führungspositionen privatwirtschaftlicher Unternehmen in Deutschland nach wie vor unterrepräsentiert. In den vergangenen Jahren hat die Politik mehrfach Maßnahmen ergriffen, um den Frauenanteil in Führungspositionen zu erhöhen. Hat ein Betrieb mehr Frauen im Management, kann das positive Wirkungen auf alle Frauen in diesem Betrieb entfalten. Wie die empirischen Analysen in diesem Bericht auf Basis von Linked-Employer-Employee-Daten des Instituts für Arbeitsmarkt- und Berufsforschung (IAB) zeigen, senkt ein höherer Frauenanteil auf der ersten und zweiten Führungsebene den betriebsspezifischen Gender Pay Gap. Statistisch signifikante Effekte durch den Frauenanteil auf der obersten Führungsebene sind allerdings erst ab einem Drittel zu beobachten – derzeit liegt der Frauenanteil dort im Durchschnitt noch deutlich niedriger. Die Unternehmen sollten also ihre Bemühungen, mehr Frauen in hohe Führungspositionen zu befördern, fortsetzen. Dies könnte die ökonomische Ungleichheit zwischen Frauen und Männern auf allen Hierarchieebenen eines Betriebs vermindern." (Autorenreferat, IAB-Doku)
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Literaturhinweis
What Works in Supporting Women-Led Businesses? (2024)
Ubfal, Diego;Zitatform
Ubfal, Diego (2024): What Works in Supporting Women-Led Businesses? (IZA discussion paper / Forschungsinstitut zur Zukunft der Arbeit 16950), Bonn, 34 S.
Abstract
"Innovative women entrepreneurs can be agents of change and offer novel solutions to global challenges. However, they face multiple barriers to growing their businesses. This paper reviews the literature on strategies to support women entrepreneurs in improving their business outcomes. It focuses on interventions designed to address four areas of constraints that influence their decisions and can impact their business performance: gaps in human capital, access to finance, access to technology and markets, and contextual factors such as legal and regulatory constraints, social norms, access to care, and gender-based violence. The review concludes that evidence of modest average treatment effects and heterogeneity in treatment effects across various interventions suggest the need for more precise targeting. The multiple constraints faced by women entrepreneurs necessitates testing different packages of interventions. Moreover, the successful implementation and adoption of proposed solutions require consideration of the contextual constraints that differentially affect women-led businesses. While the review highlights several interventions that show promise in supporting women entrepreneurs, significant gaps remain in the evidence concerning the most effective strategies." (Author's abstract, IAB-Doku) ((en))
Ähnliche Treffer
auch erschienen als: Policy Research Working Paper Series, 10744