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Access to foreign capital can be crucial to emerging market firm (EMF) growth, yet we know little about how emerging market CFOs gain access to foreign debt capital (FDC) or its implications for subsequent strategic and economic outcomes. We draw from extensive research on board interlocks and the diffusion of strategies in our study of the top 500 Indian firms over the previous decade. We conceptualize mediated legitimacy as the means by which FDC may be legitimized for an emerging market CFO, while EMFs themselves gain legitimacy in the eyes of foreign lenders through their CFOs' connections to other firms with FDC experience. Further, we consider moderating governance effects of ownership and board structure, as well as the second-stage impact of FDC on firm strategies and performance. We find support for our hypothesized relationships, offering new insights into research on interlocks, legitimacy and corporate governance alongside the role of the CFO and FDC in emerging markets. [ABSTRACT FROM AUTHOR]

Women are exposed to and shaped by societal expectations and biases. They face societal stereotypes and biases that shape the experience of leadership in ways that constrain their agency and advancement. However, some of them have navigated the challenges and gained a foothold by bringing in new perspectives and leadership styles that positively transform organizational and societal cultures. Such seemingly equivocal findings of women's experiences in strategic leadership positions suggest a potential opportunity for theorizing and exploring the contextual conditions that determine the ways that women continue to shape and are shaped by the social environment around them. This symposium bridges the macro and micro divide to highlight not only how entities in the social environments, such as regulatory bodies, media, and online forums, continue to disadvantage women leaders but also how women in strategic leadership positions build on their leadership styles, social ties, and cognitive and behavioral factors to influence the social environment. As such, it examines such characteristics as both a cause and a consequence of women in leadership positions, to help uncover boundary conditions to existing theories related to gender diversity and social environments and bridge existing theories in the micro- and macro-organizational domains. Overall, the studies included in this symposium showcase how social environments influence the meaning of—and are influenced by—gender and diversity in leadership positions. Walking on Broken Glass: Status Cues and Early-Stage CEO Evaluations Author: Christine Shropshire; Arizona State U. Author: Abbie Griffith Oliver; U. of Virginia Rumor Has It: CEO Gender and Responses to Organizational Denials Author: Nicole Montgomery; U. of Virginia - McIntire School of Commerce Author: Amanda Cowen; U. of Virginia Examining The Glass Ceiling in The U.S. Labor Movement Author: Rachel Aleks; U. of Windsor Author: Tina Saksida; U. of Prince Edward Island Author: Aaron Wolf; SETI Institute Management Gender Diversity and Labor Law Violations Author: Tianhua Cao; Indiana U. Kokomo Author: Bidisha Chakrabarty; Saint Louis U. Author: Vishal K. Gupta; U. of Alabama Author: Sandra Mortal; U. of Alabama Can I Get an Upgrade? How Female CEOs Leverage Their Scarcity to Gain Prestigious Board Appointments Author: Yashodhara Basuthakur; Texas A&M U., Mays Business School Author: Danuse Bement; U. of Notre Dame Author: Priyanka Dwivedi; Texas A&M U., Mays Business School Author: Michael Deane Howard; Iowa State U. [ABSTRACT FROM AUTHOR]

Director independence has been one of the most studied factors across the related literature on organization governance, including strategy, organizational theory, and in practitioner settings. The empirical research regarding independence is not consistent. The previous literature has taken a rather blunt conceptualization of independence. To further explore this conversation, this panel symposium aims to invite panelists to have recently discussed the independence construct to identify the underlying implications for corporate governance. The purpose of the symposium is to aid in scholars reigniting and further refining the understanding and exploration of (in)dependence into more nuanced and less blunt recommendations for best practices in corporate governance. More specifically, this symposium aims to 1) identify the pre-agency theory arguments and find a more refined treatment of dependence, 2) evaluate the potential different types of dependence: financial and social, 3) extend past the common sample of large firms and explore how dependence manifests itself in smaller firms making impactful strategic decisions, and 4) re-anchoring logics that have been lying dormant. Attendants will leave the symposium with a renewed sense of excitement and curiosity about the role of dependence on Board of Directors' and the impact that has on corporate governance. [ABSTRACT FROM AUTHOR]

The article discusses the corporate governance of Fortune 500 companies, focusing on the voting behavior associated with elections to boards of directors. Aspects of agency theory related to corporate governance are contrasted with resource dependence theory, and it is said that the combination of the two sheds light on the limitations of each. These theories are used to analyze the relative weight which shareholders assign to various characteristics which they believe to be desirable or otherwise in potential directors.

Despite rich theoretical development, empirical research on stakeholder management is scant, save its relationship with financial performance which has dominated empirical research for the past two decades. Recent research shows significant intra-firm variability in stakeholder management across time. Our study seeks to explain why firms would experience significant changes in their stakeholder management. Using Wood's (1991) three principles of stakeholder management as our overarching framework, we identify antecedents of change at the institutional, organizational and executive levels. Pressures for legitimacy at the institutional level suggest firm age, size and industry shifts in stakeholder management will increase the likelihood of changes in stakeholder management for the focal firm. We posit organizational risk and performance will also increase the likelihood of change as will managerial discretion and top management team (TMT) turnover. We also consider managerial discretion and TMT turnover to magnify the effects of the other antecedents. We test our predictions in a longitudinal sample of stakeholder management and discuss the implications of our findings for research and practice. [ABSTRACT FROM AUTHOR]

The article discusses multiple role identity among corporate board members. While many studies regarding board function and composition relationships have been conducted, results have remained incomplete. Boards of directors generally have two job functions where they monitor managers and protect the interests of business owners. The concept of identity theory, which suggests that individuals are an accumulation of multiple identities based on societal roles, is helpful in evaluating boardroom activities. The article concludes that implicating identity theory is an important step in board director appointment and involvement.

The last several decades have witnessed dramatic changes in the boardroom, including increased public pressure and legal requirements for board diversity and director overboarding, media scrutiny, and the influence of activist investors and stakeholders. While scholars have started to dedicate a great deal of attention to studying this trend, much is still to be understood. What are the theoretical and empirical implications of this recent trend for the roles of directors and corporate governance? How would this trend shape the career trajectories of individual directors, board interlock, and norms of the corporate elite? What are the exciting new developments and opportunities for future exploration? This symposium plans to bring together leading scholars in the area to 1) revisit the established understanding of the board of directors; 2) highlight emergent research and perspective on the board of directors; 3) discuss their insights about theoretical and practical implications of the relatively nascent trend; and 4) propose directions for future research efforts. [ABSTRACT FROM AUTHOR]

Sociopolitical activism is growing as both a corporate practice and topic of research. One intriguing aspect of this practice is that the issues addressed have direct implications for society at large, but often do not have direct economic ramifications for firms themselves. However, given the sociopolitical -- and often controversial -- manner of topics addressed with corporate activism, it raises the question of whether it actually helps to create a better world as some seem to purport. Or is it merely an altruistic corporate endeavor, "woke washing," or perhaps a means by which firms pander to morally-inclined consumers? This symposium provides an opportunity to explore these questions, as well as examples of research on the topic. The program includes three research presentations covering CEO-, employee-, and shareholder-activism; followed by a panel discussion with four expert scholars. Both the presenters and panelists will delve into the potential and promise of this type of business-society engagement, providing a critical examination of if (and how) it has made society and the world a better place. * How CEO Sociopolitical Activism affects Organizational Political Ideology * Presenter: Abhinav Gupta; U. of Washington, Seattle * Presenter: Nicole West; U. of Washington * Presenter: Majid Majzoubi; Schulich School of Business, York U. * What Factors Influence an Employee's Decision to Engage in Activism? A Review and Research Agenda * Presenter: Raquel Renee Kessinger; Massachusetts Institute of Technology * Presenter: Mary-Hunter McDonnell; The Wharton School, U. of Pennsylvania * The Follow Through: Activist Investor Behavior and Their Likelihood of Success * Presenter: Christine Shropshire; Arizona State U. * Presenter: Jisun Kim; U. of Mississippi [ABSTRACT FROM AUTHOR]

Recent years have seen an upsurge in shareholder activism, or the actions taken by shareholders to influence firm policies and practices. As boards of directors are responsible for fundamental decisions that affect change in a firm's strategy, activist shareholders rely on board representation as the primary mechanism for promoting their vision in the firms they target. However, despite the prevalence of activist board representation, management research has thus far lagged behind in addressing theory regarding its implication for firms. This panel symposium aims to expand the theoretical conversation surrounding shareholder activism and boards to new and interesting areas, as well as to promote dialogue regarding how we may advance our understanding of this phenomena. [ABSTRACT FROM AUTHOR]

The purpose of this panel symposium is to engage scholars in the field of entrepreneurship, corporate governance, and misconduct in a discussion of the dark side of innovation. Innovation is considered by many as the primary driver of organic growth and leads to value creation. However, it is concerning to observe that some of the most innovative companies have committed fraud. Some examples of highly innovative company that committed misconduct are AOL, Enron, Uber, WeWork, etc. In this symposium, the panel will provide an insightful discussion of several topics including: (1) what we currently know about the topic; (2) what are potential mechanisms that contribute or hinder the association; (3) what are the different stakeholders' perspective on innovation and fraud; (4) what theoretical lenses are worth pursuing; (5) what are the expectations for future research on the area. [ABSTRACT FROM AUTHOR]

In this panel symposium, we seek to facilitate a rich discussion aimed at examining the social and organizational barriers that women in leadership face and identifying greater opportunities for the career advancement of women. Acknowledging that there is not a single story for all women leaders, our esteemed panelists will each shed light on the career experiences of a wide range of women in leadership positions across South Africa, Saudi Arabia, Europe, and North America. The panel will generate insights to direct future research and provide practical recommendations for promoting women to leadership positions in a variety of contexts. [ABSTRACT FROM AUTHOR]

The purpose of this panel symposium is to engage five expert panelists in an interactive discussion regarding identifying and testing causal mechanisms defining the decision-making process of the boards of directors and top management teams. More specifically, some of the topics covered in the symposium would be how causal mechanisms in corporate governance and strategic leadership are identified, how the most relevant and rigorous methodology is chosen to test them, and what are some of the opportunities and challenges in doing so. Throughout the panel discussion, various research methods and data analysis techniques applied in the context of board of directors and top management teams will be discussed. As such, the topic covered in this panel symposium would be relevant for the broader audience of scholars who are passionate about (combining) research methods and measuring mechanisms in organizational and strategy research. [ABSTRACT FROM AUTHOR]

Shareholder activism has attracted significant attention in research ranging from finance to strategy, management, and organizational theory, as the phenomenon has become increasingly prominent in the last few decades. However, strategic implications of shareholder activism have remained vague. Specifically, the papers take the perspective of activists and other shareholders, of the management of targeted firms, and of the management of non-targeted firms. By bringing these perspectives together, we aim to expand current literature and raise important questions regarding the strategic implications of shareholder activism that can affect diverse stakeholders. Shareholder Engagement in the Face of Conflicting Shareholder Interests Presenter: Maria Goranova; U. of Wisconsin, Milwaukee Presenter: Lori Verstegen Ryan; San Diego State U. Examining Focus and Style as Predictors of Activist Investors Rates of Success Presenter: Christine Shropshire; Arizona State U. Presenter: Jisun Kim; U. of Mississippi The Ripple Effects of Activism: How Firms Respond to Activist Actions against Neighboring Firms Presenter: Jennifer J. Lee; Michigan State U. Presenter: Guy Shani; Michigan State U. Presenter: Gerry M. McNamara; Michigan State U. [ABSTRACT FROM AUTHOR]

Regarding what it will take for women to overcome institutional and personal barriers to success, Sheryl Sandberg, COO of Facebook recently argued, "If we start acknowledging what the real issues are, we can solve them. It's not that hard." In response, the goal of this symposium is to connect practicing executives and scholars, in order to facilitate a continuing dialogue between these groups regarding the difficulties women face as they climb the corporate ladder and the issues they face once they enter the upper echelon. In order for scholars to engage in research having the potential to bring about change, we must develop a deeper understanding of the realities female executives encounter from their own point of view. As scholars, we must also cultivate conduits for communicating our research findings to the practitioner audience. The purpose of this symposium is to set these important plans in motion by bringing executives and scholars together. Our panel will include female executives, strategic leadership and diversity scholars. [ABSTRACT FROM AUTHOR]

This panel symposium has been inspired by a recent article in "The Economist" that refutes claims that women executives manage differently from men and argues that gender differences are irrelevant at the highest levels within organizations. The article contends that there are no differences in the leadership and management ability of women CEOs as compared to their male counterparts and therefore, the presence of female executives in the upper echelons would not improve firm performance. In essence, it raises a provocative question- Does gender really matter in the upper echelons? The proposed panel symposium brings together an excellent line- up of scholars from varied research traditions with the aim of debating and reframing the dialogue on gender diversity in the upper echelons. To debate the provocative ideas raised in the Economist article, our panelists will, based on their own body of on-going research, present and discuss varying positions -'for', 'against' as well as intermediate views-on whether gender matters to the leadership of organizations. Don Hambrick, our discussant, will then weigh in on the importance of gender in the upper echelons research and will engage our audience in a interactive discussion on the future and promise of research on gender in the upper echelons. [ABSTRACT FROM AUTHOR]