 Do women directors influence CEO performance-induced turnover in China?Muhammad Umar Farooq, Ernest Gyapong, Ammar Gull (), Muhammad Usman, Muzhar Javed and Vincent Tawiah Journal of Business Research, 2025, vol. 186, issue C Abstract: We investigate whether women directors influence performance-induced CEO turnover. This question is important considering recent calls for the appointment of women directors vis-à-vis the need to replace non-performing CEOs. Existing studies report mixed results in different institutional settings. We focus on China, a setting with a dominance of state ownership and absence of board gender recommendations. Using data from Chinese listed firms (2005–2018), we find that while women directors influence the sensitivity of firm performance to CEO turnover, this is only noticeable in non-state-owned firms. We further find that non-executive women directors affect the firm performance–CEO turnover relationship, while executive women directors do not. We also demonstrate that women directors discipline CEOs after poor performance when more than one is on the board and they have business expertise. Overall, our results suggest that women directors are effective (ineffective) in reducing agency problems in non-state-owned firms (state-owned firms). Keywords: Women directors; CEO turnover; Performance-induced turnover; China (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:186:y:2025:i:c:s0148296324005046 DOI: 10.1016/j.jbusres.2024.115000 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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