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![Page 1: Directors’ Gender Role Identity and Performance : Gender and governance of a Korean consumer co-0perative, iCOOP Ah- young Kim Woosuk Choi Seungkwon Jang.](https://reader035.fdocument.pub/reader035/viewer/2022070401/56649f1f5503460f94c36c65/html5/thumbnails/1.jpg)
Directors’ Gender Role Identity and Performance : Gender and governance of a Korean consumer co-0perative, iCOOP
Ah- young Kim
Woosuk Choi
Seungkwon Jang
(Sungkonghoe University, Korea)
7th ICA ASIA-PACIFIC CO-OPERATIVE RESEARCH CONFERENCEKobe, Japan
26th November 2012
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1. Introduction
2. Theoretical Background
3. Method
4. Result
5. Discussion
Contents
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Introduction
Growth Rate of Co-operatives in Korea
3 / 14
•NACF : National Agricultural Cooperative Federation•NFFC : National Federation of Fisheries Co-operatives
2006 2007 2008 2009
-10
0
10
20
30
40
50 NACF NFFC Consumer Co-op
(year)
(%)
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Introduction
Major Challenges
4 / 14
• How can the co-operative enterprises be kept sustainable?• How can board members be motivated to take part actively in governance processes of co-operative?
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Introduction
Female-dominated Boards of Consumer Co-operatives in Korea
5 / 14
Source : The Journal of the iCOOP Korea Cooperative Institute vol.8 (2012)
98.5%
1.5%
Chairperson
FemaleMale
99%
1%
Director
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Introduction
Korean women’s participation in economical activities
6 / 14
25-29 30-34 35-39 40-440
1020304050607080
05
27
46
69.8
54.6 55.965.9
iCOOP Directors Korea Women(%)
(age)
Source : Economically Active Population Survey(2011), Statistics Korea(http://kostat.go.kr)
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Introduction
Research Question
7 / 14
• Does female dominance of the boards have
characteristics of femininity?
☞ Do only women have characteristics of femininity?
☞ Do only men have characteristics of masculinity?
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Introduction
Research Purposes
8 / 14
1) To identify the structural relationship of gender role
identity, their own governance and financial perfor-
mance among the primary co-operatives’ boards
2) To identify the structural relationship of gender role
identity, their own governance and value centered per-
formance among the primary co-operatives’ boards
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Theoretical Background
Gender role identity
9 / 14
•Gender role identity (Weiten, 1997):
expectations about what is appropriate behavior for
each sex
-Masculinity : characteristics considered appropriate
to a man
-Femininity : characteristics considered appropriate
to a woman
- Androgyny : high levels of both masculinity and
femininity
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Theoretical Background
Gender role identity
10 / 14
• BSRI (Bem Sex-Role Inventory ): measurement tool de-
veloped
by Bem (1974) to measure gender role identity
( masculine / feminine / androgynous /undifferenti-
ated)
→ KSRI (Korean Sex-role Inventory): by Chung
(1990)
•Androgyny : Individuals increase flexibility and
adaptability
(Bem, 1974; Chung, 1990)
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Theoretical Background
Co-operative Governance
11 / 14
•Co-operative Governance : the rules, the tools
and the concrete procedures through which co-operative
societies are managed (Shaw, 2006)
Values
MissionPrinci-ples
Co-operative Governance
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Theoretical Background
Co-operative Governance
12 / 14
• The fundamental principles of governance:
democracy, representation, transparency
•Spear, Cornforth and Aiken (2009): “Co-operatives often find it difficult to maintain membership
involvement and commitment, particularly as organizations grow
and become more professionally led. As a result, there is a dan-ger
that organizations can become dominated by their professional
staffs and lose their members.”
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Theoretical Background
Co-operatives’ Performance
13 / 14
•Co-operative Performance (Davis, 2012)
Business Per-formance
Value/Princi-ple
Performance
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Research Model
14 / 14
Theoretical Background
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Hypotheses
15 / 14
Gender Role Iden-
tity
Explicit Governance
Implicit Governance
Financial Per-formance
•Hypothesis 1
•Hypothesis 2
Gender Role Iden-
tity
Explicit Governance
Implicit Governance
Value cen-tered
Performance
Theoretical Background
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Hypothesis 1
16 / 14
Gender Role Identity Of Board
Explicit Governance
Implicit Governance
Financial Performance
Theoretical Background
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Hypothesis 2
17 / 14
Gender Role IdentityOf Board
Explicit Governance
Implicit Governance
Value cen-tered
Performance
Theoretical Background
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Method
Samples
18 / 14
• 44 primary co-operatives in iCOOP• 328 directors (323 women and 5 men) • Survey questionnaire • Analysis: using SPSS 12.0 & Smart PLS 2.0.
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Method
Variables
19 / 14
•Feminin-ity (friendly, af-fec-tionate, tender)
•Masculinity (confi-dent, power-ful, forceful)
Gender Role Iden-tity
•Demo-cratic De-ci-sion Making
•Disclo-sure of In-forma-tion
•Di-rec-tor’s Re-sponsi-bil-ity
Implicit Gover-nance
•Board Size/ meetings
•At-tendance
•Pro-fes-sional-ism
Explicit Governance
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Method
Variables
20 / 14
•ROA(Return On Assets)
Financial Performance
•Gen-eral Meet-ing At-ten-dance
•House Meet-ing At-ten-dance
•Commit-tees At-ten-dance
•Train-ing & De-vel-op-ment pro-gram At-ten-dance
Value centered Performance
----------------------* The House Meeting is grassroots units for member participation in new iCOOP product
development, food safety tests and campaigns.
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Result
Result of Hypothesis 1
21 / 14
Hypotheses Verification
H1-1 The gender role identity of boards can influence Financial performance
Accept
H1-2 The gender role identity of boards can influence explicit governance
Reject
H1-3 The gender role identity of boards can influence implicit governance
Accept
H1-4 The explicit governance can influence financial performance.
Reject
H1-5 The implicit governance can influence financial performance.
Accept
The structural relationship among gender role identity of boards, co-operative governance and financial performance
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Hypothesis 1.
22 / 14
Gender Role Identity of
boards
Explicit Governance
Implicit Governance
Financial Per-formance
Theoretical Background
H1-1 (-)
H1-3 (+) H1-5 (-)
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Result
Result of Hypothesis 223 / 14
Hypotheses Verification
H2-1 The gender role identity of boards can influence value centered performance.
Reject
H2-2 The gender role identity of boards can influence explicit governance
Reject
H2-3 The gender role identity of boards can influence implicit governance.
Accept
H2-4 The explicit governance can influence value centered performance
Reject
H2-5 The implicit governance can influence value centered performance
Accept
The structural relationship among gender role identity of boards, co-op-erative governance and value centered performance
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Hypothesis 2
24 / 14
Gender Role Identity of
Boards
Explicit Governance
Implicit Governance
Value cen-tered
Performance
Theoretical Background
H2-3 (+) H2-5 (+)
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Conclusion25 / 14
1) The gender role identity of boards affected
their governance and performance significantly.
☞ Androgyny made their activities energetically and
increased member’s participation.
2) The growth of female-dominated consumer co-operative
can promote the woman’s participation in economic and
social activities.
3) The research can promote further studies of co-operatives
because the present research might be the first empirical
research to analyze gender-conscious boards .
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Thank you