Do Networks Make the Difference?

Abstract

As the previous chapter outlines, the available evidence suggests corporate board director selection processes are heavily reliant on word-of-mouth recommendations. This, in turn, suggests that for women to be selected for boardroom posts, they will need to be (as is the case for men) visible to, and well-networked with, the individuals central to the recruitment and selection process. Hence, if female boardroom aspirants are trapped into networks that are less well-developed than those of their male peers, this could significantly reduce their likelihood of success in attaining board-level roles.