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  1.  9
    She’-E-O Compensation Gap: A Role Congruity View.Joyce C. Wang, Lívia Markóczy, Sunny Li Sun & Mike W. Peng - 2019 - Journal of Business Ethics 159 (3):745-760.
    Is there a compensation gap between female CEOs and male CEOs? If so, are there mechanisms to mitigate the compensation gap? Extending role congruity theory, we argue that the perception mismatch between the female gender role and the leadership role may lead to lower compensation to female CEOs, resulting in a gender compensation gap. Nevertheless, the compensation gap may be narrowed if female CEOs display agentic traits through risk-taking, or alternatively, work in female-dominated industries where communal traits are valued. Additionally, (...)
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  2.  38
    Board Openness During an Economic Crisis.Kangtao Ye, Jigao Zhu & Sunny Li Sun - 2015 - Journal of Business Ethics 129 (2):363-377.
    Does a board with greater gender diversity make better investment decisions? Drawing on Austrian economic cycle theory and work groups theory, we argue that such board openness will help male board members to overcome gender biases, discrimination, and conflicts; integrate different perspectives under the economic cycle and crisis; and foster an environment in which better decisions are made. The results of an empirical study of 14,609 firm-quarter observations from 1,555 listed firms in China between 2007 and 2009 strongly support our (...)
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  3.  8
    Few Women on Boards: What’s Identity Got to Do With It?Lívia Markoczy, Sunny Li Sun & Jigao Zhu - forthcoming - Journal of Business Ethics:1-17.
    Drawing on the similarity-attraction perspective and social identity theory, we argue that male versus female interlocking directors are likely to have different experiences when they work alongside female board directors of other firms. The theorized source of such experiences for male interlocking directors is in-group favoritism and/or a social identity threat-related discomfort. Interlocking female directors are theorized to be ambivalent between desiring social support versus experiencing identity threat-based career concerns. These experiences are predicted to motivate male versus female interlocking directors (...)
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  4.  9
    The Glass Pyramid: Informal Gender Status Hierarchy on Boards.Lívia Markóczy, Sunny Li Sun & Jigao Zhu - forthcoming - Journal of Business Ethics:1-19.
    Drawing on the status characteristic theory, we investigate the effect of gender on board directors’ status ranking and find that all else being equal, female directors’ status ranking is 81.48% of one position lower than that of male directors, a discrepancy that is attributable to gender. We theorize on the mechanism that determines the ways in which the status value of gender on a board affects board interactions, and we predict how this mechanism influences firm outcomes, including excessive managerial spending, (...)
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