27 04 / 22 PERSONALquarterly SUMMARY Research question: How do female family and non-family CEOs influence the amount and share of female non-family members in the management of medium-sized family businesses? Methodology: Descriptive analysis and linear regression. Sample: 1,139 midsized German family businesses in the mechanical engineering sector. Practical implications: We find a positive impact of female nonfamily CEOs and a negative impact of female family CEOs on the number of female non-family members in the management of medium-sized family businesses. LITERATURVERZEICHNIS Ahrens, J. P./Landmann, A./Woywode, M. (2015): Gender preferences in the CEO successions of family firms: Family characteristics and human capital of the successor. Journal of Family Business Strategy, 6(2), 86-103. Albright-Stiftung (2022): Stillstand: Familienunternehmen holen keine Frauen in die Führung. AllBright Bericht Mai 2022. https://www.allbright-stiftung.de/stillstand. Arvate, P. R./Galilea, G. W./Todescat, I. (2018): The queen bee: A myth? The effect of top-level female leadership on subordinate females. The Leadership Quarterly, 29(5), 533-548. Barrett, M./Moores, K. (2010): Spotlights and shadows: Preliminary findings about the experiences of women in family business leadership roles. Journal of Management & Organization, 15(3), 363-377. Beck, S./Prügl, R. (2018): Family firm reputation and humanization: Consumers and the trust advantage of family firms under different conditions of brand familiarity. Family Business Review, 31(4), 460-482. Beji, R./Yousfi, O./Loukil, N./Omri, A. (2021): Board diversity and corporate social responsibility: Empirical evidence from France. Journal of Business Ethics, 173(1), 133-155. Bennedsen, M./Nielsen, K. M./Pérez-González, F./Wolfenzon, D. (2007): Inside the family firm: The role of families in succession decisions and performance. The Quarterly Journal of Economics, 122(2), 647-691. Block, J. H./Fisch, C. O./Lau, J./Obschonka, M./Presse, A. (2019): How do labor market institutions influence the preference to work in family firms? A multilevel analysis across 40 countries. Entrepreneurship Theory and Practice, 43(6), 1067-1093. Block, J./Hansen, C./Steinmetz, H. (2022): Are family firms doing more innovation output with less innovation input? A replication and extension. Entrepreneurship Theory and Practice, 10422587221084249. Chadwick, I. C./Dawson, A. (2018): Women leaders and firm performance in family businesses: An examination of financial and nonfinancial outcomes. Journal of family business strategy, 9(4), 238-249. EY & Kennesaw State University (2015): Women in leadership. The family business advantage. Special report based on a global survey of the world’s largest family businesses Family Business Center of Excellence. https://www.coursehero.com/ file/43841488/ey-women-in-leadership-the-family-business-advantagepdf/. Huffman, M. L./Cohen, P. N./Pearlman, J. (2010): Engendering change: Organizational dynamics and workplace gender desegregation, 1975–2005. Administrative Science Quarterly, 55(2), 255-277. Matsa, D. A./Miller, A. R. (2011): Chipping away at the glass ceiling: Gender spill overs in corporate leadership. American Economic Review, 101(3), 635-39. Shukla, H./Teraiya, V. (2022): Influence of Gender Diversity in Boards on Family and Non-family Businesses Towards Innovation and Creativity. FIIB Business Review, 23197145211068603. Wagner, D./Block, J. H./Miller, D./Schwens, C./Xi, G. (2015): A meta-analysis of the financial performance of family firms: Another attempt. Journal of Family Business Strategy, 6(1), 3-13. PROF. DR. JÖRN BLOCK Professur für Unternehmensführung Sprecher des Forschungszentrums Mittelstand (FZM) der Universität Trier, Gastprofessor an der Universität Witten/Herdecke und der Erasmus Universität Rotterdam E-Mail: block@uni-trier.de www.uni-trier.de SOLVEJ LORENZEN Doktorandin am WIFU-Stiftungslehrstuhl für Management von Familienunternehmen Universität Witten/Herdecke E-Mail: solvej.lorenzen@uni-wh.de Solvej Lorenzen | WIFU – Wittener Institut für Familienunternehmen www.wifu.de Arbeitgeber abgestellt (Block et al., 2019). Unsere Studie zeigt, dass die Zugehörigkeit zur Unternehmerfamilie in Kombination mit dem Geschlecht des CEOs auch eine Rolle spielen können. Aus Sicht einer Bewerberin für eine Führungsposition im Management eines Familienunternehmens implizieren die Ergebnisse unsere Studie, dass es sich lohnen kann, genau hinzuschauen und gründlich zu analysieren, was das Unternehmen in puncto Geschlechterdiversität und -parität anzubieten hat. Wie unsere Studie übereinstimmend mit vorherigen Studien zeigt, haben mittelständische Familienunternehmen grundsätzlich noch einen langen Weg vor sich, um den Frauenanteil im Management merklich zu erhöhen. Das gilt insbesondere und umso mehr für den Anteil familienexterner Frauen im Management.
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