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Gender, Competition, and Performance: International Evidence
Published online by Cambridge University Press: 01 April 2024
Abstract
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Using a hand-collected sample of 18,269 equity analysts from 42 countries over the period of 2004 to 2019, we establish an intriguing negative association between a country’s institutional/economic development and its female share of equity analysts. We show that, in individualistic countries only, there is no gender gap in analyst forecast accuracy. We further show that female analysts are more skilled and more likely to drop out when underperforming in individualistic countries compared to peers in collectivistic countries. The evidence supports our hypothesis that the national cultural value of individualism encourages women to make career choices consistent with their general aversion to competition.
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- Research Article
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This is an Open Access article, distributed under the terms of the Creative Commons Attribution licence (http://creativecommons.org/licenses/by/4.0), which permits unrestricted re-use, distribution and reproduction, provided the original article is properly cited.- Copyright
- © The Author(s), 2024. Published by Cambridge University Press on behalf of the Michael G. Foster School of Business, University of Washington
Footnotes
We thank two anonymous reviewers, Karl Aquino, Ling Cen, Rui Dai, Mara Faccio (the editor), Jill Grennan, Alan Huang, Harrison Hong, Woon Sau Leung, Guangli Lu, Feng Mai, Ali Nejadmalayeri, Lin Peng, Paola Sapienza, Hongping Tan, Shiheng Wang, Chelsea Yang, Sterling Yang, Bernard Yeung, Jenny Zhang, and seminar participants at the Central University of Finance and Economics, Cheung Kong Graduate School of Business, Columbia Business School, Columbia Financial Economics Colloquium, Columbia Women’s Applied Micro Seminar, CUHK-Shenzhen, HEC Paris, IESEG School of Management, Imperial College, King’s College London, Nanyang Technological University, National University of Singapore, Peking University HSBC Business School, Singapore Management University, Tsinghua University, University of Dayton, and University of Wyoming, and conference participants at the Asian Bureau of Finance and Economic Research Conference, the Montalbano Center Conference, the Society for Institutional and Organizational Economics Conference, and the American Finance Association Meetings for helpful discussions and comments. We also thank Gen Li for excellent research support. We acknowledge financial support from the Social Sciences and Humanities Research Council of Canada (Grant No. 435-2022-0285) and the Montalbano Centre for Responsible Leadership Development at UBC Sauder School of Business. Li acknowledges financial support from the Canada Research Chair in Corporate Governance and the hospitality of Columbia University, Fordham University, New York University, and Nanyang Technological University where she was a Visiting Scholar/Professor when the revision was completed. All errors are our own.
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