As someone who likes to write from time to time on women on corporate boards, I sometimes feel like I am writing about last year’s “news.” In other words, not much seems to sound new. So, I am always in search of a novel problem to explore or a different vantage point through which fresh insights can be obtained.
My most recent contribution in this regard is a symposium piece that looks at women on boards through the lens of the literature on crowds–whether they be mad or wise. Boards can be crowds (albeit small ones), based on prevailing definitions. Moreover, crowd behaviors can be gendered. So, it seemed like a reasonable idea.
The fruit of this labor is my most recent article, Women in the Crowd of Corporate Directors: Following, Walking Alone, and Meaningfully Contributing. The substantive portion of the abstract is as follows:
With the thought that new perspectives often can be helpful in addressing long-standing unresolved questions, this article approaches an analysis of women’s roles on corporate boards of directors from the standpoint of crowd theory. Crowd theory — in reality, a group of theories — explains the behavior of people in crowds. Specifically, this article