cwwl business case for women, Kobiety w biznesie, Analizy
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Council of Women World Leaders
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The Business Case for Women: Quantifying the Economic Value of Diversity
The Council of Women World Leaders, a policy program of the Aspen Institute, is dedicated to
its mission to promote good governance and enhance the experience of democracy globally by
increasing the number, effectiveness, and visibility of women who lead at the highest levels in
their countries.
To further this mission, the Council partnered with the Harvard Kennedy School and the World
Economic Forum to host the Closing the Global Gender Gap: The Business Case Confer-
ence for Organizations, Politics, and Society, which brought together 150 academics, execu-
tives, and world leaders to disseminate and analyze the research that proves including women at
the top levels of organizations is not only the right thing to do, it is also good business.
This research compendium brings together many documents referenced at the Conference, and
provides a compelling case for closing the global gender gap in organizations, politics, and society.
To build off of the momentum of the Conference, the Council has launched the Closing the Gen-
der Gap Initiative, a series of dialogues and events to further explore and promote the current re-
search on the economic value of gender diversity. If you know of a document that should be in-
cluded in this research compendium, please contact the Council Secretariat at 202.736.2920 or by
sending an e-mail to info@cwwl.org
When referencing this material, please acknowledge the Council of Women World Leaders as the
source of the information.
Thank you.
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The Business Case for Women: Quantifying the Economic Value of Diversity
Academy of Management Journal
Quota Laws for Women in Politics: Implications for Feminist Practiceʳ
By: Mona Lena Krook
2008
This paper gives a broad overview of gender quotas and reserved seats in political parties around the world, including
rationales for and against adoption, descriptions of their main proponents, and the greatest critiques of
implementation. The article provides statistics about quotas and general explanations of how they have come to be
adopted in different countries. Gender quotas have been adopted in a wide range of countries and political contexts,
benefiting some groups and not others; therefore, it is challenging to determine their effect on the status of women.
American Sociological Review
Workplace Diversity Pays: Research Links Diversity with Increased Sales Revenue and Profits, More
Customers
March 31, 2009
Workplace diversity is among the most important predictors of a businessÔ sales revenue, customer numbers and
profitability. In one of only a few studies to empirically examine the implications of organizational diversity,
sociologist Cedric Herring found that a workforce comprised of employees of both genders and varying racial
backgrounds resulted in positive business outcomes.
Bloomberg News
Women Call for Obama to Act
By: Linda Tarr-Whelan and Jacki Zehner
August 25, 2010
In commemoration of WomenÔs Equality Day, Jacki Zehner and Linda Tarr-Whelan call on President Obama to
strengthen his efforts to include women in the highest levels of decision-making. Until women comprise 30 percent
of senior leadership, Zehner and Tarr-Whelan argue, their full potential will not be realized. They also contend that
increasing the number of women in senior leadership of all sectors will have a profound effect on economic growth.
whelan-jacki-zehner.html
Board of Directors Network
Women in the Boardroom 2008 Georgia Public Companies Study
2008
For sixteen years, BDN has been gathering data for this annual study to measure the representation of women in the
boardrooms of public companies with headquarters based in Georgia. This executive summary shows that the
companies surveyed are not making significant progress in their diversity and inclusion initiatives, and have largely
maintained the status quo when it comes to the numbers of women on corporate boards.
The Boston Club
Succession Planning and Diversity: A Winning Combination in Troubled Times
2008
The number and percentage of women directors of the 100 largest public companies in Massachusetts have declined
over the past year, and more companies now have no women on their boards. However, current economic and credit
conditions provide a compelling reason to move ahead with succession planning and change in the boardroom. This
article argues that diverse boards and executive suites are part of the solution to stronger, more innovative and
competitive companies in the future.
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The Business Case for Women: Quantifying the Economic Value of Diversity
The Calvert Group, Ltd.
Examining the Cracks in the Ceiling: A Survey of Corporate Diversity Practices in the Calvert Social Index
September 2008
In its 2008 report on its diversity survey, Calvert demonstrates that even the best companies have much to accomplish
in developing a comprehensive diversity strategy. This report explores the key findings in its survey of corporate
diversity: there is no perfect company; increased disclosure is needed; a disconnect remains between diversity on the
board and in the executive suite; despite significant room for improvement, innovation and creativity abound;
corporate commitment is the X factor; advocacy makes a difference; performance varies by sector; market cap
matters.
The Calvert WomenÔs Principles: A Global Code of Conduct for Corporations
2004
Developed in partnership with UNIFEM, in 2004 Calvert published The Calvert WomenÔs Principles, the first global code
of conduct focused exclusively on empowering, advancing, and investing in women worldwide. Since their launch, the
CWP have been a major catalyst for dialogue and heightened awareness of workplace issues affecting women. They
reflect CalvertÔs view that there is a strong business case for gender equality.
Catalyst, Inc.
PipelineÔs Broken Promise
By: Nancy M. Carter, Ph.D., and Christine Silva
February 2010
The second report from CatalystÔs longitudinal project The Promise of Future Leadership: A Research Program on Highly
Talented Employees in the Pipeline, PipelineÔs Broken Promise, examines the conventional wisdom of the past two
decades in which leaders have counted on parity in education, womenÔs accelerated movement into the labor force,
and company-implemented diversity and inclusion programs to yield a robust talent pipeline where women are poised
to make rapid gains to the top. The findings of this report reveal that instead of women and men being on equal
footing and their career trajectories gender-blind, inequality remains entrenched.
2009 Catalyst Census: Fortune 500 Women Board Directorsʳ
By: Rachel Soares, Nancy M. Carter, Ph.D., and Jan Combopiano
December 2009
This report discusses female leadership in the United StatesÔ largest companies by building on its predecessor, the
2008 Catalyst Census of Women Board Directors of the Fortune 500. The data shows data about women, women of
color, and the appendices include additional information about ranking, region, and industry. New to the analysis this
year was the inclusion of women that serve as led directors and board chairs. The report finds little change since the
previous year in the number of women and women of color that serve on boards or as directors.
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The Business Case for Women: Quantifying the Economic Value of Diversity
2008 Catalyst Census of Women Board Directors of the Fortune 500
December 2009
The 2008 Catalyst Census of Women Board Directors of the Fortune 500 tracked the percentage of directorships held
by women, the number of companies with zero, one, two, and three or more women directors, the percentage of
committee chair positions held by women, the percentage of all directorships held by women of color and white
women, the percentage of women of color directors by race/ethnicity, and the number of companies with zero, one,
and two women of color directors. The appendices list companies with 25 percent or more women board directors,
companies with no women board directors, and the average number and percentage of women directors by industry,
geographic region, and Fortune 500 rank.
Opportunity or Setback? High Potential Women and Men During Economic Crisis
By: Nancy M. Carter, Ph.D., and Christine Silva
August 2009
This paper, the first report of CatalystÔs The Promise of Future Leadership: A Research Program on Highly Talented Employees in
the Pipeline Project, examines whether organizations that have paid a premium to recruit up-and-coming talent are
leveraging that investment during the recent economic downturn. Findings indicate that these future leaders aren't
afraid to pursue greater opportunities despite the recession, suggesting that businesses must be vigilant about
retention even during periods of economic instability.
crisis
Advancing Women Leaders: The Connection Between Women Board Directors and Women Corporate
Officers
By: Lois Joy
2008
This research shows the correlation between the number of women on a companyÔs board of directors and women in
its senior leadership. According to this study, on average, companies with more women board directors will have
more women in senior leadership five years later. This is significant because Catalyst studies reveal that Fortune 500
companies with the highest representation of women board directors and women corporate officers, on average,
achieve higher financial performance than those with the fewest.
The Bottom Line: Corporate Performance and Women's Representation on Boards
2007
This study shows that, on average, Fortune 500 companies with more women board directors outperformed those with
the fewest during the data collection period. The findings were reported across several measures and across industries
- return on equity: companies with more women board directors outperform those with the fewest by 53 percent;
return on sales: 42 percent; return on invested capital: 66 percent. Fortune 500 companies with 3 or more women on
the board gain and even greater performance advantage over those with the fewest.
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