Research Article

The Complexity of Interaction between Executive Board Gender Diversity and Financial Performance: A Panel Analysis Approach Based on Random Effects

Table 8

Impact of executive board gender diversity on financial performance when the proportion of women on board exceeds a threshold (over 50%).

ModelsM1M2M3M4M5

Indep. variablesComp indexROEROAEPSSOL
Proportion of women managers ≥50%6.850.1150.0054−0.6396.60
Board size1.070.00960.0030.830.304
Big4 R1.57−0.318−0.158−32.237.26
GOV R−1.36−0.249−0.02133.360.292
Audit R0.5070.3860.173−1.81−7.79
Constant43.41−0.211−0.142−4.829.98
Observations513513513513513
F-test3.802.696.7820.903.32
S.E. of reg.19.920.690.09512.0111.74
R20.370.250.660.390.46
Jarque–Bera test26.54 (0.00)62.22 (0.00)77.85 (0.00)21.55 (0.00)40.04 (0.00)
Random-effects Lagrange multiplier test403.16 (0.000)43.06 (0.00)73.90 (0.00)5.85 (0.00)129.41 (0.00)
Hausman test prob.0.160.8380.1280.480.18
Breusch–Pagan LM test2985.655 (0.00)2883.391 (0.00)2638.482 (0.00)2862.560 (0.00)2868.142 (0.00)
Pesaran scaled LM test24.59 (0.00)22.78657 (0.00)18.45 (0.00)22.41 (0.00)22.51 (0.00)
Pesaran CD test−0.57 (0.56)0.248 (0.80)0.36 (0.71)1.01 (0.62)−0.49 (0.62)

Note., , and mean statistically significant at 1%, 5%, and 10%; () represents the probability.