LEADER 05372nam 2200673 450 001 9910826466103321 005 20230120002235.0 010 $a1-84334-617-6 010 $a1-78063-343-2 035 $a(CKB)3710000000372623 035 $a(EBL)1987873 035 $a(SSID)ssj0001550732 035 $a(PQKBManifestationID)16165916 035 $a(PQKBTitleCode)TC0001550732 035 $a(PQKBWorkID)14810926 035 $a(PQKB)10546799 035 $a(MiAaPQ)EBC1987873 035 $a(Au-PeEL)EBL1987873 035 $a(CaPaEBR)ebr11032434 035 $a(CaONFJC)MIL751074 035 $a(OCoLC)913442155 035 $a(EXLCZ)993710000000372623 100 $a20150324h20152015 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe glass ceiling in Chinese and Indian boardrooms $ewomen directors in listed firms in China and India /$fAlice de Jonge 210 1$aAmsterdam, Netherlands :$cElsevier,$d2015. 210 4$dİ2015 215 $a1 online resource (188 p.) 225 0 $aElsevier Asian Studies Series 300 $aDescription based upon print version of record. 311 $a1-336-19788-9 320 $aIncludes bibliographical references and index. 327 $aFront Cover; The Glass Ceiling in Chinese and Indian Boardrooms; Copyright Page; Dedication; Contents; Preface; About the author; 1 Introduction and overview: Government regulation for gender diversity on company boards in China and India; 1.1 Overview of this chapter; 1.2 Choice of research subject: why China and India?; 1.3 Description of research context; 1.4 Aim of the book and analytic framework; 1.5 Methodological approach: mixed methods research; 1.6 Overview of book structure; 2 Corporate governance in India and China: The regulatory and institutional framework 327 $a2.1 Corporate governance rules and regulations2.2 Corporate governance in India; 2.3 Corporate governance in China; 2.3.1 A-shares; 2.3.2 B-shares; 2.3.3 H-shares; 2.3.4 The role of board committees; 2.3.5 The role of the supervisory committee; 2.3.6 Corporate social responsibility in China; 3 International comparisons and the political context of women on boards; 3.1 Politics and the economy: does women's political empowerment promote economic participation?; 3.2 State-owned companies in the forefront; 3.3 State policy mechanisms and state-driven corporate social responsibility 327 $a3.4 Non-state measures aimed at increasing women's representation in corporate leadership3.4.1 Gender-balanced recruiting; 3.4.2 Flexible work arrangements and workplace support structures; 3.4.3 Mentoring programs; 4 The social and economic context of women on boards; 4.1 The international framework for protecting women's rights and advancing women's interests; 4.2 International norms shaping national policy; 4.2.1 China's dialogue with the international community; 4.2.2 India's dialogue with the international community 327 $a4.3 National institutions: social and economic policies and programmes in China and India4.3.1 National institutions, policies and programmes in China; 4.3.2 National institutions, policies and programmes in India; 5 Literature review and theoretical context; 5.1 Legal transfers and regulatory change; 5.2 Institutional theory; 5.3 National culture and organisational behaviour; 5.4 Gender and leadership literature; 6 Study 1: Organisational predictors of women on corporate boards in China and India; 6.1 Introduction and development of hypotheses 327 $a6.1.1 Relationship between firm ownership type and proportion of women directors6.1.2 Relationship between industry sector and proportion of women directors; 6.1.3 Relationship between board size and proportion of women directors; 6.1.4 Relationship between organisation size and proportion of women directors; 6.1.5 Relationship between company workforce size and proportion of women directors; 6.1.6 Relationship between geographical location and proportion of women directors; 6.2 Methodology and results; 6.2.1 Sample selection and data collection; 6.2.1.1 China; 6.2.1.2 India 327 $a6.2.2 Overview of the data: China 2008 and 2011 330 $aThis book is about the presence, role and status of women on the boards of listed firms in India and China and is written amongst increasing awareness of the need to ensure at least a minimum level of gender equity in corporate positions of power and the costs of failing to do so. In America, the Catalyst Census of Women Board Directors of Fortune 500 companies, created in 1993, encouraged the leadership of those companies to increase the number of women serving on their boards. In the UK, the FTSE 100 Cross-Company Mentoring Programe facilitates mentoring relationships between senior women fr 410 0$aChandos Asian Studies Series 606 $aWomen executives$zChina 606 $aWomen executives$zIndia 607 $aChina$2fast 607 $aIndia$2fast 615 0$aWomen executives 615 0$aWomen executives 676 $a658.4220820951 700 $aDe Jonge$b Alice$0610490 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910826466103321 996 $aThe glass ceiling in Chinese and Indian boardrooms$93993207 997 $aUNINA