Glass ceiling effects: the case of taiwanese top executives
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.
Volume (Year): 30 (2010)
Issue (Month): 2 ()
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- Kathy Cannings, 1988. "Managerial promotion: The effects of socialization, specialization, and gender," Industrial and Labor Relations Review, ILR Review, Cornell University, ILR School, vol. 42(1), pages 77-88, October.
- 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.
- Boschini, Anne & Sjögren, Anna, 2004. "Is Team Formation Gender Neutral? Evidence from coauthorship patterns," Research Papers in Economics 2004:11, Stockholm University, Department of Economics.
- Boschini, Anne & Sjögren, Anna, 2006. "Is Team Formation Gender Neutral? Evidence from Coauthorship Patterns," Working Paper Series 658, Research Institute of Industrial Economics.
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