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In order to fill up the significant inadequacy of literature on the role of female executives'within Chinese enterprises, the book, for the first time, systematically investigates both the negative and positive consequences of female executives'participation in corporate governance under the background of China, with the theoretical purpose of identifying the roles of female executives in corporate governance practices, and the practical purpose of making full use of the positive effects of female executives'participation, while minimizing the potential negative consequences of female executives'participation. Specifically, the book respectively reveals the direct effects of female executives on financial performance, social responsibility performance, accounting conservatism, cash holdings and competitive strategy, and explores the indirect moderation effects of female executives on CEO power and staff turnover.

This book provides an in-depth comparative exploration of gender diversity in corporate leadership roles in China and India.Set in the context of changing corporate governance norms, it utilises both quantitative and qualitative research methods to understand the key determinants of gender disparity. It identifies global-, national-, and enterprise-level factors shaping gender diversity in the corporate boardroom and measures their economic, political, and socio-cultural impacts on two of the world's largest economies. The book draws upon narratives of women leaders to bridge the gap between theory and data, examining possible solutions to achieve gender parity in organisational hierarchies.Topical and detailed, this book will be an essential read for scholars, practitioners, and researchers of gender studies, corporate governance, business studies, human resource management, public policy, social anthropology, and Asian studies.

Based on extensive, multi-sited ethnographic research, this book focuses on the culture of work in today's urban China and on how it has permeated beyond the workplace to shape bodily training, family life, and kinship and social relationships among white-collar women in their twenties and thirties. Facing challenges to cope with the increasingly intensified dual burden of work and family, whitecollar women are not turning their backs on their jobs but are turning their bodies and homes into work. In an era when the state and society heighten pressure on individual young women's productivity and reproductivity at the same time, the book examines how white-collar women seek to protect their right to work, embody a work ethic, and make their reproductive life a productive domain. Integrating studies of labor, the body, gender, and kinship, this book shows how the ethics and strictly defined discipline of hard work and overtime work are transposed from the office cubicle to the gym and home. It thereby demonstrates how the emergence, embodiment, and extension of a work culture perpetuate the hegemony of the work ethic, and how they have exerted a profound impact on women's bodies, selves, and lives.

Contrary to what we might expect, China has a higher proportion of women in senior executive roles than almost any other country in the world, far outstripping Western countries such as the USA, France or Germany – even though there's not a gender quota in sight. What makes these female Chinese top managers different? To find out, Bettina Al-Sadik-Lowinski interviewed 35 Chinese women who she came into contact with through her work as an executive coach in China. The result is a unique research project, the “Shanghai Women's Career Lab”, which analyses the mechanisms, attitudes and carefully planned career paths that allowed these women to rise to senior positions at multinational corporations in China. The analysis concludes that successful Chinese women and their careers can serve as role models for women around the world. Women can use the results of the research to make their own career planning more successful. By following these examples, they can build on their own strengths and rise to top management. The Shanghai Women's Career Lab also offers strategies for company leaders who want to promote talented women to top management positions.

Chinese Women Business Leaders - Seven Principles of Leadership includes seven women who represent the characteristics of ShEOs in the wave of Chinese economic reform. Their unique life stories are also reflections of changes in Chinese society. These women have each played a distinctive role In China's rapid emergence. Reform and opening up has brought more opportunities than ever before to Chinese women, though along with these opportunities come some questions and challenges. The fetters and shackles of tradition have been shattered. A path for self-actualization has opened up. Women in mainland China have experienced great changes, and struggled with conflicts between traditional heritage and modern values. Ever since reform and opening up in 1978, the rapid emergence of women in leadership roles in business has paralleled significant upheavals in the Chinese business landscape. - Offers a new perspective on leadership using examples from successful woman leaders in Chinese business - Includes seven unique case interviews with successful women leaders in China - Provides an overview of China's business environment over the past 30 years and the challenges unique to entrepreneurs working in China

This book is about women directors in China and India. The aim of the book is to understand more clearly where women are present on corporate boards, and the reasons for their continued absence from most listed company boards. The Glass Ceiling in Chinese and Indian Boardrooms is written at a time of increasing awareness, particularly in Europe, of the benefits of gender equity at the boardroom table, and of the costs of women's continued exclusion from corporate decision-making. Norway's gender equity legislation has now been instrumental in ensuring that women occupy over 40% of all company board seats in that country. France, Italy and Spain are amongst those countries now following the same path towards equity. But Asia in general, and the world's two largest nations in particular, still lag well behind. In China while women enjoy greater social and economic equality than many of their sisters in other parts of Asia, the male-dominated nature of the Party-state apparatus makes it unlikely that legislative change will be achieved any time soon. In India, while the country's 2013 Corporations Law now requires all major listed firms to have at least one woman director, the real challenges for women are social and economic, where much work remains to be done. - Based on detailed surveys of 1,000 key listed firms in India and China - Provides results from empirical questionnaire surveys of key firms - Analyses the importance of board diversity in a rapidly changing world, and its significance for economic and environmental stability