Board dynamics and employee well-being: the role of institutional quality in a cross-country analysis of emerging markets
Ali Uyar,
Khalil Nimer,
Hamza Nizar,
Muath Abdelqader and
Abdullah S. Karaman
International Journal of Manpower, 2025, vol. 46, issue 6, 1148-1182
Abstract:
PurposeThis paper aims to examine how board characteristics influence the well-being of employees and whether institutional quality matters in this relationship in emerging markets.Design/methodology/approachBased on a sample of 8,704 firm-year observations from 19 countries over the period 2008–2021, we ran country-industry-year fixed effect regression.FindingsWe find that independent board members, gender diversity and board skills have a positive impact on employee well-being. This finding suggests that boards with certain characteristics can act as catalysts for fostering organizational cultures that prioritize employee well-being. This positive effect is more pronounced in firms operating in countries with strong public governance quality and in firms facing strict market regulations.Originality/valueThe study underscores the critical role of board composition in shaping human resources management practices and enhancing employee outcomes within the complex contexts of emerging markets. Our paper also introduces a novel perspective by examining how the strength of stock market regulations and the quality of public governance in emerging markets influence the relationship between board dynamics and employee well-being. The emerging markets possess unique institutional characteristics, which significantly influence human resource management practices and employee outcomes. This approach adds a layer of complexity and relevance that has been largely absent in previous studies.
Keywords: Employee well-being; Board structure; Public governance quality; Market regulations; Stakeholder theory; Institutional theory (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijmpps:ijm-08-2024-0551
DOI: 10.1108/IJM-08-2024-0551
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