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For: de Jonge A. The glass ceiling that refuses to break: Women directors on the boards of listed firms in China and India. Women's Studies International Forum 2014;47:326-38. [DOI: 10.1016/j.wsif.2014.01.008] [Cited by in Crossref: 17] [Cited by in F6Publishing: 17] [Article Influence: 1.9] [Reference Citation Analysis]
Number Citing Articles
1 Estevez-mendoza C. Sending Signals From Above. Global Perspectives on Maintaining Gender, Age, and Religious Diversity in the Workplace 2022. [DOI: 10.4018/978-1-6684-5151-9.ch006] [Reference Citation Analysis]
2 Shaheen R, Luo Q, Bala H. Untying the role of board gender diversity in dividend policy of politically embedded Chinese firms. JAAR 2022. [DOI: 10.1108/jaar-11-2021-0301] [Cited by in Crossref: 1] [Cited by in F6Publishing: 1] [Article Influence: 1.0] [Reference Citation Analysis]
3 Khuong NV, Anh LHT, Quyen PN, Thao NTT. Agency cost: A missing link between female on board and firm performance. Bus Strat Dev. [DOI: 10.1002/bsd2.199] [Cited by in Crossref: 1] [Cited by in F6Publishing: 1] [Article Influence: 1.0] [Reference Citation Analysis]
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5 Khidmat WB, Habib MD, Awan S, Raza K. Female directors on corporate boards and their impact on corporate social responsibility (CSR): evidence from China. MRR 2021. [DOI: 10.1108/mrr-09-2020-0560] [Cited by in Crossref: 3] [Cited by in F6Publishing: 3] [Article Influence: 1.5] [Reference Citation Analysis]
6 Eftimov L, Bozhinovska T. Adjustments of board composition during Covid-19 crisis: Analysis of the Macedonian companies. BH Ekonomski forum 2021;14:31-53. [DOI: 10.5937/bhekofor2101031e] [Reference Citation Analysis]
7 Almaqtari FA, Al-hattami HM, Al-nuzaili KME, Al-bukhrani MA, Ntim CG. Corporate governance in India: A systematic review and synthesis for future research. Cogent Business & Management 2020;7:1803579. [DOI: 10.1080/23311975.2020.1803579] [Cited by in Crossref: 12] [Cited by in F6Publishing: 6] [Article Influence: 4.0] [Reference Citation Analysis]
8 Ain QU, Yuan X, Javaid HM, Usman M, Haris M. Female directors and agency costs: evidence from Chinese listed firms. IJOEM 2020;16:1604-33. [DOI: 10.1108/ijoem-10-2019-0818] [Cited by in Crossref: 15] [Cited by in F6Publishing: 19] [Article Influence: 5.0] [Reference Citation Analysis]
9 Rashid Khan HU, Khidmat WB, Hares OA, Muhammad N, Saleem K. Corporate Governance Quality, Ownership Structure, Agency Costs and Firm Performance. Evidence from an Emerging Economy. JRFM 2020;13:154. [DOI: 10.3390/jrfm13070154] [Cited by in Crossref: 9] [Cited by in F6Publishing: 9] [Article Influence: 3.0] [Reference Citation Analysis]
10 Mustafa A, Saeed A, Awais M, Aziz S. Board-Gender Diversity, Family Ownership, and Dividend Announcement: Evidence from Asian Emerging Economies. JRFM 2020;13:62. [DOI: 10.3390/jrfm13040062] [Cited by in Crossref: 7] [Cited by in F6Publishing: 7] [Article Influence: 2.3] [Reference Citation Analysis]
11 Halliday CS, Paustian-underdahl SC, Fainshmidt S. Women on Boards of Directors: A Meta-Analytic Examination of the Roles of Organizational Leadership and National Context for Gender Equality. J Bus Psychol 2021;36:173-91. [DOI: 10.1007/s10869-019-09679-y] [Cited by in Crossref: 13] [Cited by in F6Publishing: 9] [Article Influence: 4.3] [Reference Citation Analysis]
12 Saeed A, Mukarram SS, Belghitar Y. Read between the lines: Board gender diversity, family ownership, and risk‐taking in Indian high‐tech firms. Int J Fin Econ 2021;26:185-207. [DOI: 10.1002/ijfe.1784] [Cited by in Crossref: 8] [Cited by in F6Publishing: 10] [Article Influence: 2.0] [Reference Citation Analysis]
13 Saeed A, Sameer M, Raziq MM, Salman A, Hammoudeh S. Board Gender Diversity and Organizational Determinants: Empirical Evidence from a Major Developing Country. Emerging Markets Finance and Trade 2019;55:1803-20. [DOI: 10.1080/1540496x.2018.1496421] [Cited by in Crossref: 5] [Cited by in F6Publishing: 4] [Article Influence: 1.3] [Reference Citation Analysis]
14 Litwin A, Ngan HFB, Atembe R. Attitudes towards female managers in Austrian and Macau tourism industry. Journal of Hospitality and Tourism Management 2019;39:1-8. [DOI: 10.1016/j.jhtm.2019.01.007] [Cited by in Crossref: 7] [Cited by in F6Publishing: 2] [Article Influence: 1.8] [Reference Citation Analysis]
15 Kirsch A. The gender composition of corporate boards: A review and research agenda. The Leadership Quarterly 2018;29:346-64. [DOI: 10.1016/j.leaqua.2017.06.001] [Cited by in Crossref: 172] [Cited by in F6Publishing: 178] [Article Influence: 34.4] [Reference Citation Analysis]
16 Alagaraja M, Cumberland DM, Anne M, Arghode V. Women Leaders in Corporate India. Indian Women in Leadership 2018. [DOI: 10.1007/978-3-319-68816-9_8] [Cited by in Crossref: 1] [Cited by in F6Publishing: 1] [Article Influence: 0.2] [Reference Citation Analysis]
17 Nadeem M, De Silva T, Gan C, Zaman R. Boardroom gender diversity and intellectual capital efficiency: evidence from China. PAR 2017;29:590-615. [DOI: 10.1108/par-08-2016-0080] [Cited by in Crossref: 28] [Cited by in F6Publishing: 28] [Article Influence: 4.7] [Reference Citation Analysis]
18 Saeed A, Yousaf A, Alharbi J. Family and state ownership, internationalization and corporate board-gender diversity: Evidence from China and India. CCSM 2017;24:251-70. [DOI: 10.1108/ccsm-11-2015-0159] [Cited by in Crossref: 22] [Cited by in F6Publishing: 23] [Article Influence: 3.7] [Reference Citation Analysis]