时间：6月23日10:00-11:30，

地点：新楼216

嘉宾：沈伟（Shen Wei），亚利桑那州立大学

ABSTRACT

To enhance the understanding of organizational response to institutional pressures and the change in board composition, this study investigates the means through which U.S. firms add women directors in response to the institutional demand for greater boardroom gender diversity and the limited supply for women candidates who meet the traditional criteria for corporate directors. Taking an agentic view of organizations in managing legitimacy, we contend that firms are likely to add women directors through the addition of board seats in an effort to both alleviate the institutional pressure they experience and minimize the impact of the increased gender diversity on board dynamics and decisions. We predict that firms are more likely to adopt this strategy when they are large and are in industries with a greater presence of women directors, but are less likely to do so when they have a large board. We also predict that firms having women directors experience less institutional pressure and thus are less likely to add women director. Using data from a large sample of the S&P 1,500 firms during 1998 to 2005, we find strong support for our contention and predictions.

PUBLICATIONS

Lin, C., Shen, W., & Su, D. Executive pay at publicly listed firms in China. Economic Development and Cultural Change. Forthcoming.

Shen, W., Gentry, R. J., & Tosi, H. 2009. The impact of CEO pay on CEO turnover: A test of two perspectives. Journal of Business Research.

Shen, W., & Lin, C. 2009. Firm profitability, state ownership, and top management turnover at the listed firms in China: A behavioral perspective. Corporate Governance: An International Review, 17(4): 443-456.

Knippen, J., & Shen, W. 2009. Taking a closer look: Institutional influenceson the presence of women directors. Academy of Management Best Paper Proceedings. Chicago, IL: Academy of Management.

Cho, T. S., & Shen, W. 2007. Changes in executive compensation following an environmental shift: The role of top management team turnover. Strategic Management Journal, 28(7): 747-754.

Podsakoff, N. P., Shen, W., & Podsakoff, P. M. 2006. The role of formative measurement models in strategic management research: Review, critique, and implications for future research. In D. J. Ketchen and D. D. Bergh (Eds.),Research Methodology in Strategy and Management (Vol. 3), pp. 197-252. Oxford, UK: ELSEVIER Ltd.

Gentry, R. J., Hurst, C., & Shen, W. 2006. Power and politics in relay CEO succession. In C. A. Schriesheim and L. L. Neider (Eds.), Power and Influence in Organizations: New Empirical and Theoretical Perspectives, pp. 105-128. Hartford, CT: Information Age Publishing, Inc.

Shen, W., & Cho, T. S. 2005. Exploring involuntary executive turnover hrough a managerial discretion framework. Academy of Management Review,30(4): 843-854.

Shen, W. 2005. Improve Board Effectiveness: The Need for Incentives. British Journal of Management, 16: S81-S89.

Shen, W. 2003. The dynamics of the CEO – board relationship: An evolutionary perspective. Academy of Management Review, 28(3): 466-476.

Tosi, H. L., Shen, W., & Gentry, R. J. 2003. Why outsiders on boards can’t solve the corporate governance problem. Organizational Dynamics, 32(2):180-192.

Shen, W., & Cannella, A. A. Jr. 2003. Will succession planning increase shareholder wealth? Evidence from investor reactions to relay CEO succession. Strategic Management Journal, 24(2): 191-198.

Shen, W., & Cannella, A. A., Jr. 2002. Power dynamics within top management and their impacts on CEO dismissal followed by inside succession. Academy of Management Journal, 45(6): 1195-1206.

[Paper was included in Mahmoud Ezzamel (Ed.) 2005. Governance, Directors and Boards (pp. 74-85), Cheltenham, UK: Edward Elgar.]

Shen, W., & Cannella, A. A., Jr. 2002. Revisiting the performance consequences of CEO succession: The impacts of successor type, postsuccession senior executive turnover, and departing CEO tenure. Academy of Management Journal, 45(4): 717-733.

Cannella, A. A., Jr., & Shen, W. 2001. So close and yet so far: Promotion versus exit of CEO heirs apparent. Academy of Management Journal, 44(2):252-270.

[Briefed by The Economist (April 28, 2001), BusinessWeek (May 14, 2001), and the Academy of Management Executive (November, 2001: 137-138.)]

Shen, W., & Lau, C-M. 2000. The strategic role of party secretaries in Chinese state-owned enterprises during economic reform. In C-M Lau, K. S. Law, D. K. Tse, and C-S Wong (Eds.) Asian Management Matters: Regional

Relevance and Global Impact, pp. 235-251. London: Imperial College Press.

Shen, W. 2000. Political dynamics within corporate upper echelons and their impacts on contender versus outsider succession. Academy of Management Best Paper Proceedings 2000, H1-H6. Toronto, Canada: Academy of

Management.

Shen, W. 1999. Relative deprivation, relative standing, and their impacts on executive turnover in the CEO succession context: A social psychological framework. Academy of Management Best Paper Proceedings 1999, B1-B6. Chicago, IL: Academy of Management.