Impact of gender diversity on social and environmental
performance evidence from Malaysia

Alazzani, A; Hassanein, A; Al-Janadi, Y

Abstract

Purpose - This study is guided by the upper echelon theory and argues that the role of females on boards of directors may differ between cultures. In a culture where the community has a significant humane orientation, female directors may pay much more attention to the social issues of corporate sustainability rather than environmental issues. Therefore, this study differentiates between the social and environmental performances of companies to examine whether the presence of females on the boards of directors of Malaysian firms could affect social and environmental performances differently.
Design/methodology/approach - This study uses a sample of firms listed in Bursa Malaysia and develops two disclosure indices to measure social and environmental performances. Three proxies of female directors are used in the empirical models. The ordinary Least Square is used to test the hypothesis.
Findings - The empirical results suggest a positive association between social performance and
the presence of female directors on the board of directors of Malaysian firms. However, no association was found between environmental performance and the presence of female directors on those boards. These results confirm the prediction of this study that the female directors of
Malaysian firms pay more attention to social issues than to environmental ones.
Originality/value - This is the first study to examine the effects of the presence of female directors on Malaysian firms’ boards of directors on social and environmental performance. It also contributes to the upper echelon theory by illuminating the importance of gender diversity
in influencing the social and environmental behaviors of corporate leaders. The results provide the important implication that the association between a firm’s social and environmental performance and gender diversity depends on the culture within which the company operates.

Citation

performance evidence from Malaysia. Corporate Governance, 17(2), 266-283. https://doi.org/10.1108/CG-12-2015-0161

• Journal Article Type: Article
• Acceptance Date: Nov 16, 2016
• Online Publication Date: Mar 13, 2017
• Publication Date: Mar 13, 2017
• Deposit Date: Jan 18, 2017
• Publicly Available Date: Sep 26, 2017
• Journal: Corporate Governance
• Print ISSN: 0964-8410
• Publisher: Wiley
• Volume: 17
• Issue: 2
• Pages: 266-283
• DOI: https://doi.org/10.1108/CG-12-2015-0161
• Publisher URL: http://dx.doi.org/10.1108/CG-12-2015-0161
• Related Public URLs: http://www.emeraldinsight.com/loi/cg