A recent article in the corporate communications literature showed convincing support for the critical mass theory concerning gender diversity in corporate boards. However, a small amount of research does not support this. In this article, we aim to present evidence to answer the important question: Why a critical mass of three women on a corporate board may be ineffective?
This article adopts a conceptual research approach by observing and analysing published work in the current field of study. This approach is supported by recent articles published in the corporate communications literature. Conceptual research provides insights into existing research with the aim of providing a better understanding of the research topic. We used the Scopus database as a source of information.
The article presents the many reasons why an ineffective critical mass of women on corporate boards may arise, all of which create a dysfunctional conflict between women board members: inexperienced and unqualified women appointed as a result of quotas; personal/relationship conflict; multiple identities of women directors; self-isolation from other women directors; family and non-family women directors in family firms; insider directors, those with close ties to agents; women executive and non-executive directors; male-dominated corporate environments and physical board meetings compared with online meetings.
Understanding why a critical mass of female directors is ineffective should aid CEOs/chairpersons in fully understanding and appreciating the dynamics of board-level discussions, particularly women directors’ contributions. From an academic perspective, the article gives an enhanced perspective on the critical mass theory.
The findings presented in this article also have social and ethical implications through a better understanding of the role of female directors, possible conflicts and their decision-making contributions to the board and society.
The study identifies and gives a better understanding of how an ineffective critical mass may arise. It is believed to be the first article to provide a decisive perception of board-level conflicts between women directors by focusing on the reasons for an ineffective critical mass.
