The Persistent Gender Gap in European Boardrooms: Insights from the Gender Board Diversity Dataset
Despite women comprising a important portion of the workforce, they remain a minority in corporate boardrooms across Europe. This disparity has sparked global debates, leading several countries to implement gender quotas for companies. As an example, norway mandates that large and medium-sized firms ensure at least 40% of board members are women.Yet, the challenge of achieving gender parity in boardrooms persists, notably in private companies, wich often fall outside the scope of reporting legislation. To address this gap, researchers from the Group for Research in Applied Economics (GRAPE) and the University of Warsaw have developed the Gender board Diversity Dataset (GBDD), a groundbreaking resource covering both public and private companies across 43 European countries from 1985 to 2020.
The Gender Board Diversity Dataset: A New Lens on Boardroom Inequality
Table of Contents
- Breaking the Glass Ceiling: Insights on the Gender Gap in european Boardrooms
- The Gender Board Diversity Dataset: A Game-Changer in Understanding Boardroom Inequality
- Key Insights from the GBDD: Sector and Geographic Variations
- The Evolution of Boardroom Diversity: A Nuanced Timeline
- Persistent Barriers to Gender Diversity and the Role of Policy
- Looking Ahead: The Future of Gender Diversity in Corporate Leadership
The GBDD,funded by the norwegian financial Mechanism,combines data on nearly 59 million individuals serving on management and supervisory boards across 29 million firms. using innovative cultural and linguistic heuristics, researchers determined the gender of over 99% of board members.For example, in Czech, surnames often end with gender-specific suffixes, while in Polish, women’s first names typically end with a vowel.
This meticulous approach has yielded a comprehensive dataset, described in a research paper published in Nature (Scientific Data).The findings reveal stark disparities: while women hold an average of 22% of board positions across industries,more than two-thirds of firms report no women in thier boardrooms.
key insights from the GBDD
The dataset highlights significant variations across industries and countries. As an example, the IT sector has an average of just 16% female board members, compared to 35% in the education, health, and care (EHC) sector. geographically, firms with no female board members are more prevalent in Poland than in finland.
| Sector | Average Share of Women on Boards |
|———————|————————————–|
| IT | 16% |
| Education, Health, Care (EHC) | 35% |
A complex evolution of Boardroom diversity
The data also reveal a nuanced timeline of progress. Gender diversity increased in the 1990s, stagnated in the 2000s, and saw another rise in the 2010s. However, the recent increase in the proportion of female supervisory board members was not accompanied by a rise in their absolute numbers. This suggests that supervisory boards may have shrunk over time, with male members accounting for most of the decline, thereby mechanically increasing the share of women.
Barriers to Gender Diversity Remain
Despite progress, the high prevalence of firms with no women on boards indicates persistent barriers. Policymakers aiming to foster inclusivity must address country- and sector-specific obstacles.The GBDD offers a valuable tool for researchers and policymakers alike, ensuring that efforts to promote gender diversity are grounded in robust evidence.
As debates on gender quotas continue, the GBDD underscores the need for targeted interventions to dismantle barriers and create equitable opportunities for women in leadership.
Originally published under Creative Commons by 360info™.
Breaking the Glass Ceiling: Insights on the Gender Gap in european Boardrooms
Despite women making up a critically important portion of the workforce, they remain underrepresented in corporate boardrooms across Europe. This persistent disparity has prompted global debates and led to the implementation of gender quotas in several countries.To better understand and address this issue, researchers from the Group for Research in Applied Economics (GRAPE) and the University of Warsaw have developed the Gender Board Diversity Dataset (GBDD).In this interview, Senior Editor of World Today News, Sarah Thompson, sits down with Dr. Aleksandra Nowak, an expert on gender diversity in corporate leadership, to discuss the findings and implications of this groundbreaking research.
The Gender Board Diversity Dataset: A Game-Changer in Understanding Boardroom Inequality
Sarah Thompson: Dr. Nowak, thank you for joining us today. Could you start by explaining what makes the Gender Board Diversity Dataset (GBDD) so unique and groundbreaking in the field of gender diversity research?
Dr. Aleksandra Nowak: Absolutely, Sarah. The GBDD is a comprehensive dataset that covers both public and private companies across 43 European countries from 1985 to 2020. What sets it apart is its meticulous approach to determining the gender of board members using cultural and linguistic heuristics. As an example, in Czech, surnames often end with gender-specific suffixes, while in Polish, women’s first names typically end with a vowel. This innovative method allowed us to determine the gender of over 99% of board members, providing an unprecedented level of detail and accuracy.
Key Insights from the GBDD: Sector and Geographic Variations
Sarah Thompson: The GBDD reveals stark disparities across industries and countries. Could you elaborate on some of these key findings?
Dr. Aleksandra Nowak: Certainly. the data show that while women hold an average of 22% of board positions across industries, more than two-thirds of firms report no women in their boardrooms.There are significant variations by sector—for example, the IT sector has an average of just 16% female board members, compared to 35% in the education, health, and care (EHC) sector. Geographically, firms with no female board members are more prevalent in Poland than in Finland. These variations highlight the need for tailored approaches to address sector- and country-specific barriers.
The Evolution of Boardroom Diversity: A Nuanced Timeline
Sarah thompson: The GBDD also provides a timeline of progress in boardroom diversity. What trends have emerged from this data?
Dr. Aleksandra Nowak: The data reveal a nuanced timeline. Gender diversity increased in the 1990s, stagnated in the 2000s, and saw another rise in the 2010s. However,the recent increase in the proportion of female supervisory board members was not accompanied by a rise in their absolute numbers. This suggests that supervisory boards may have shrunk over time, with male members accounting for most of the decline, thereby mechanically increasing the share of women. this indicates that while progress has been made, it is indeed not solely due to greater inclusion of women.
Persistent Barriers to Gender Diversity and the Role of Policy
Sarah Thompson: Despite these findings,the high prevalence of firms with no women on boards indicates persistent barriers. What role do you see for policymakers in fostering greater inclusivity?
Dr. Aleksandra Nowak: Policymakers have a crucial role to play. The GBDD offers a valuable tool for identifying and addressing country- and sector-specific obstacles. Gender quotas, like those implemented in Norway, have shown promise in increasing the representation of women on boards. Though, legislation frequently enough does not cover private companies, where the gender gap is more pronounced. Targeted interventions are needed to dismantle barriers and create equitable opportunities for women in leadership. The GBDD provides the robust evidence necessary to guide these efforts effectively.
Looking Ahead: The Future of Gender Diversity in Corporate Leadership
Sarah Thompson: as we look to the future, what steps do you believe are essential to achieving gender parity in boardrooms, and how can the GBDD contribute to this goal?
Dr.Aleksandra Nowak: Achieving gender parity requires a multifaceted approach.Policy measures, such as gender quotas, are significant, but they must be complemented by cultural and organizational changes that promote inclusivity and challenge biases. The GBDD provides a detailed, evidence-based foundation for developing and implementing these strategies. By leveraging this data, researchers, policymakers, and corporate leaders can work together to create a more equitable and diverse corporate landscape. The goal is not just to increase the number of women on boards but to ensure that they have meaningful roles and influence in shaping corporate decision-making.
