Research Article

The Impact of Board Gender Diversity and CFO Compensation on Financial Sustainability in China: A Power Distance Perspective

Kunying XinUniversity of York*

* Corresponding author: [email protected]

Abstract

This study focuses on how female diversity on the board and the compensation of the chief financial officer (CFO) affect the long-term financial health of Chinese companies. The focus of the study is on how the cultural factor of power distance affects this relationship. The study uses data from 4,509 Chinese A-share listed companies from 2009 to 2023 and adopts multiple regression analysis to study how gender diversity and CFO compensation affect corporate performance and performance in areas such as governance, finance, and environment (ESG). By controlling for factors such as company size, debt, and revenue growth, the results show that gender diversity on the board and fair CFO compensation mechanisms can significantly affect company survival. Obviously, power distance as a cultural factor will weaken these positive effects, especially in companies with highly concentrated power. The results reveal the importance of incorporating cultural context when formulating corporate governance policies and provide a reference for promoting gender diversity and executive compensation mechanisms to better achieve the company's long-term sustainable development goals.

Keywords: Board Gender Diversity; CFO Compensation; Financial Sustainability; Power Distance Culture
Published: December 31, 2024
DOI: 10.54254/2753-7064/2024.19132
Volume: CHR Vol.52
pp. 193-202
Download PDF

References

  1. Gadanecz, B., & Jayaram, K. (2008). Measures of financial stability-a review. Irving Fisher Committee Bulletin, 31(1), 365-383.
  2. Chen, C., & Hassan, A. (2022). Management gender diversity, executives compensation, and firm performance. International Journal of Accounting & Information Management, 30(1), 115-142.
  3. Peng, X., Qi, T., & Wang, G. (2022). Board gender diversity, corporate social disclosures, and national culture. Sage Open, 12(4), 21582440221130946.
  4. Weaver, G. R. (2001). Ethics programs in global businesses: Culture's role in managing ethics. Journal of Business Ethics, 30, 3-15.
  5. Hsu, P. H., Li, K., & Pan, Y. (2022). The eco gender gap in boardrooms. European Corporate Governance Institute–Finance Working Paper, (861).
  6. Bear, S., Rahman, N., & Post, C. (2010). The impact of board diversity and gender composition on corporate social responsibility and firm reputation. Journal of Business Ethics, 97, 207-221.
  7. Ahmed, A., Tessema, A., & Hussain, A. (2024). Empowering change: The role of gender diversity in steering ESG integration into executive compensation. Corporate Social Responsibility and Environmental Management.
  8. Odriozola, M. D., Blanco‐González, A., & Baraibar‐Diez, E. (2024). The link of ESG performance and board gender diversity in European firms. Corporate Social Responsibility and Environmental Management.
  9. Caglio, A., Dossi, A., & Van der Stede, W. A. (2018). CFO role and CFO compensation: An empirical analysis of their implications. Journal of Accounting and Public Policy, 37(4), 265-281.
  10. Benson, B. W., & Davidson, W. N. (2010). The relation between stakeholder management, firm value, and CEO compensation: A test of enlightened value maximization. Financial Management, 39(3), 929-964.
  11. Alkebsee, R., Alhebry, A. A., & Tian, G. (2022). Whose cash compensation has more influence on real earnings management, CEOs or CFOs? Journal of Accounting in Emerging Economies, 12(1), 187-210.
  12. Dezsö, C. L., & Ross, D. G. (2012). Does female representation in top management improve firm performance? A panel data investigation. Strategic management journal, 33(9), 1072-1089.
  13. Rath, C., Kurniasari, F., & Deo, M. (2020). CEO compensation and firm performance: the role of ESG transparency. Indonesian Journal of Sustainability Accounting and Management, 4(2), 278â-293.
  14. Velte, P. (2016). Women on management board and ESG performance. Journal of Global Responsibility, 7(1), 98-109.
  15. Mensi-Klarbach, H., Leixnering, S., & Schiffinger, M. (2021). The carrot or the stick: Self-regulation for gender-diverse boards via codes of good governance. Journal ofBusiness Ethics, 170, 577-593.
  16. Ong, T. S., Zhou, J., Teh, B. H., & Di Vaio, A. (2024). Equity ownership concentration’s impact on corporate internal control: the moderating effects of female directors and board compensation. Environment, Development and Sustainability, 26(5), 12309-12337.
  17. Hofstede, G., Hofstede, G. J., & Minkoy, M. (2010). Cultures and Organizations—Software of the Mind. Cultures and Organizations (Revised).
  18. O. Okpara, J. (2014). The effects of national culture on managers' attitudes toward business ethics: Implications for organizational change. Journal of Accounting & Organizational Change, 10(2), 174-189.