Do female directors really add value in Indian firms?

dc.contributor.author	Chauhan, Y.
dc.contributor.author	Dey, D.K.
dc.date.accessioned	2017-12-21T09:14:06Z
dc.date.available	2017-12-21T09:14:06Z
dc.date.issued	2017-12-21
dc.identifier.uri	http://localhost:8080/xmlui/handle/123456789/867
dc.description.abstract	The study examines the effect of female directors on firm performance for Indian firms, where the domination of family firms and a patriarchal society may reduce the importance of female directors. Our empirical results suggest that the gender diversity does not matter for Indian firms. Our further results support this finding by indicating that female directors face more attendance problems compared to male directors, and are less likely to be appointed in monitoring-related committees. Overall, our results strengthen the tokenism status theory associated with female directors, especially in family-owned firms and in a patriarchal society.	en_US
dc.language.iso	en_US	en_US
dc.subject	Female director	en_US
dc.subject	Gender	en_US
dc.subject	Board of directors	en_US
dc.subject	Emerging markets	en_US
dc.subject	Diversity	en_US
dc.subject	Family-owned firms	en_US
dc.title	Do female directors really add value in Indian firms?	en_US
dc.type	Article	en_US