Browsing Research documents by Author "Nielsen, Sabina"
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Nielsen, Bo; Nielsen, Sabina; Klettner, Alice; Boersma, Martijn (Sydney, 2012)[More information][Less information]
Abstract: The business case for advancing more women into leadership is clear for companies globally. Whilst this is an issue of equality, it’s also about accessing markets, productivity and economic opportunity. ANZ has made good progress: three women sit on our Management Board; 38% of all management roles and 24% of our most senior executive positions are held by women; and females lead key global businesses and countries in our super regional growth strategy. However, further gains are now hard won and largely incremental. Looking at the results of EOWA’s 2012 Australian Census of Women in Leadership, it seems we are not alone. Given the high proportion of Australian women with a tertiary education - and indeed placed within junior and middle management ranks - the Census results demonstrate the pace of progression is far too slow. Extensive local and international research tells us there is no ‘silver bullet’. In fact, I believe as CEOs and business leaders our approach must now focus on gender balancing our businesses with a fine tooth comb. We need to go beyond high level targets, discrete programs and initiatives and engage women and men in this major opportunity. For example, at ANZ we are working to ensure women have access to a breadth of critical experiences and development opportunities throughout their careers to position them well for senior executive roles into the future. We have set targets for at least 40% female representation amongst participants in our key recruitment, talent and development programs, in addition to our medium term goal to achieve at least 40% representation of women in management overall. More broadly, senior women consistently cite an inclusive and supportive line manager as a defining factor in their progression. It follows that if we want more women in our senior ranks, constructive, inclusive and supportive leaders should become the norm in Australian business rather than the exception. Flexible work options assist in helping people balance their caring responsibilities and other commitments. But there’s more we can do to role model and promote flexibility, especially as such practices also build a more agile, productive and capable workforce. I recommend this report to all business leaders and urge all executives and directors to accept accountability for ensuring the next Census delivers better results. URI: http://hdl.handle.net/10398/8597 Files in this item: 1
Sabina_Nielsen.pdf (1.754Mb) -
Nielsen, Bo Bernhard; Nielsen, Sabina (, 2009)[More information][Less information]
Abstract: Nationality diversity and international experience constitute two related yet distinct sources of competence among upper echelons. While both TMT international experience and nationality diversity increases the likelihood of firms expanding outside their home region, our results show that TMTs with international experience are more likely to expand abroad via greenfield investments, whereas nationally diverse TMTs are more likely to engage in international acquisitions and joint ventures. This highlights the need to treat TMT nationality diversity and international experience as two different characteristics influencing foreign entry mode decision. URI: http://hdl.handle.net/10398/7938 Files in this item: 1
SMG WP 2009-08.pdf (316.1Kb) -
Nielsen, Sabina; Nielsen, Bo Bernhard (København, 2008)[More information][Less information]
Abstract: In Europe, in particular, the number of foreigners appointed to top management teams has increased significantly over the past decade. However, the question of why some firms elect to employ foreign nationals on their top management teams remains unclear. This study utilizes a multi-level methodology to test the degree to which employment of a foreigner on the top management team is driven by individual level human capital characteristics versus firm level strategic considerations. Results from empirical tests on a sample of Swiss publicly listed companies suggest that degree of international diversification is positively associated with the likelihood of having a foreign executive, whereas human capital characteristics do not explain the propensity to employ a foreigner on the top management team. Further analyses indicate that nationality diversity at the board level, as well as the international experience of the top management team, are possible predictors of the probability of having a foreigner on the top management team. URI: http://hdl.handle.net/10398/7469 Files in this item: 1
smg wp 2008-21.pdf (294.6Kb)
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