The results in this paper on non-family business argues that that mandating gender quotas for directors can reduce firm value for well-governed firms. Drag your cursor over my avatars to see my inline remarks. Learn to place your inline remarks throughout these blogs

Is it the same for family businesses?

Discuss and debate the above here, develop arguments in the following blogs and generate your own contentious blog on the role of women in Family Businesses, always back up your case with evidence, reason and truth; do not provide mere anecdotes as this is the foundation of poor quality dialogue:

Go here to answer: What value do women bring to Family Businesses?

Go here to answer: What values do both genders destroy in Family Businesses?

Go here to answer: What have the roles of women been in your Family Businesses?

Contribute here for: Women-Owned Family Business- The Story so far?

Under what conditions should Women participants in Family Businesses be Family or Non-Family Members? e.g. does size of firm, generational phase of business, sector, etc effect the respective gender contributions to performance?

Do the roles of women in Family Businesses differ across nations? What is the current policy and legislation regarding the role of women in Family Businesses in your nation?

WARNING NOTE: The papers below are not based on Family Business research, you are required to search and share your research on Women in Family Businesses through the various blogs above and your own blogs.

1. ‘Despite the fact that female directors have a significant impact on board inputs and firm outcomes. In a sample of US firms, we find that female directors have better attendance records than male directors, male directors have fewer attendance problems the more gender-diverse the board is, and women are more likely to join monitoring committees. These results suggest that gender-diverse boards allocate more effort to monitoring. Accordingly, we find that CEO turnover is more sensitive to stock performance and directors receive more equity-based compensation in firms with more gender-diverse boards. However, the average effect of gender diversity on firm performance is negative. This negative effect is driven by companies with fewer takeover defenses.’ Adams and Ferreira (2009).Women in the Boardroom and Their Impact on Governance and Performance, Journal of Financial Economics, December 2009, 94(2), 291-309

2. This article examines whether and how the participation of women in the firm’s board of directors and senior management enhances financial performance. We use the Fama and French (1992, 1993) valuation framework to take the level of risk into consideration, when comparing firm performances, whereas previous studies used either raw stock returns or accounting ratios. Our results indicate that firms operating in complex environments do generate positive and significant abnormal returns when they have a high proportion of women officers. Although the participation of women as directors does not seem to make a difference in this regard, firms with a high proportion of women in both their management and governance systems generate enough value to keep up with normal stock-market returns. These findings tend to support the policies currently being discussed or implemented in some countries and organizations to foster the advancement of women in business.Francoeur, Labelle, and Sinclair-Desgagne (2008) Gender Diversity in Corporate Governance and Top Management . Journal of Business Ethics, Vol. 81, 2008