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Glass ceiling effects: the case of taiwanese top executives


  • Tzu-i Wang

    () (National Chengchi Uuniversity)

  • Jennjou Chen

    () (National Chengchi University)


Gender discrimination in labor markets has been an important issue in labor economics. The main purpose of this paper is to empirically study glass ceiling effects, and investigate whether female workers are indeed being discriminated against, particularly during the promotion process, in top management positions in Taiwan. This paper uses data from 4,485 large firms in Taiwan to study whether there are gender preferences when the chairperson of a company chooses a chief executive officer (CEO). The data show that there are few female top executives (about 6%). In addition, a chairperson tends to team with same sex CEOs. This is especially noticeable among female chairpersons. The empirical results from our random matching model further confirm that gender is neither irrelevant nor neutral when a chairperson names a CEO.

Suggested Citation

  • Tzu-i Wang & Jennjou Chen, 2010. "Glass ceiling effects: the case of taiwanese top executives," Economics Bulletin, AccessEcon, vol. 30(2), pages 1261-1270.
  • Handle: RePEc:ebl:ecbull:eb-09-00535

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    References listed on IDEAS

    1. Kathy Cannings, 1988. "Managerial Promotion: The Effects of Socialization, Specialization, and Gender," ILR Review, Cornell University, ILR School, vol. 42(1), pages 77-88, October.
    2. Anne Boschini & Anna Sjögren, 2007. "Is Team Formation Gender Neutral? Evidence from Coauthorship Patterns," Journal of Labor Economics, University of Chicago Press, vol. 25, pages 325-365.
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    More about this item


    gender discrimination; glass ceiling; CEO;

    JEL classification:

    • J7 - Labor and Demographic Economics - - Labor Discrimination


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