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Reflections on “Locks and keys to the boardroom”

Reflections on “Locks and keys to the boardroom” Purpose – The purpose of this paper is to provide a reflection on the author's earlier paper published in Gender in Management: An International Journal (formerly Women in Management Review ) in 2003 titled “Locks and keys to the boardroom”. Design/methodology/approach – The paper is examined in the context of current research and writing on women on boards. Findings – The 2003 paper built on the authors' previous research and writing and informed their current research activities. In addition, the 2003 paper reflected an emerging interest in women on boards and the factors leading to their success. Practical implications – The paper finds that the organisation featured in the original article did not turn out to be a tipping point in terms of women appointed to directors. Very little progress has taken place in the past eight years in terms of numbers of women on top boards, but the Davies report (2011) should prompt change. Originality/value – The paper indicates that a great deal of research has developed since 2003 studying women on boards. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Gender in Management An International Journal Emerald Publishing

Reflections on “Locks and keys to the boardroom”

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References (10)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1754-2413
DOI
10.1108/17542411111130954
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to provide a reflection on the author's earlier paper published in Gender in Management: An International Journal (formerly Women in Management Review ) in 2003 titled “Locks and keys to the boardroom”. Design/methodology/approach – The paper is examined in the context of current research and writing on women on boards. Findings – The 2003 paper built on the authors' previous research and writing and informed their current research activities. In addition, the 2003 paper reflected an emerging interest in women on boards and the factors leading to their success. Practical implications – The paper finds that the organisation featured in the original article did not turn out to be a tipping point in terms of women appointed to directors. Very little progress has taken place in the past eight years in terms of numbers of women on top boards, but the Davies report (2011) should prompt change. Originality/value – The paper indicates that a great deal of research has developed since 2003 studying women on boards.

Journal

Gender in Management An International Journal – Emerald Publishing

Published: May 10, 2011

Keywords: Women; Boards; Critical success factors

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