These perceptions are rooted in the idea that the woman’s priorities and primary loyalty is not for the company she works for but for the family she has at home (Hobbler et al, 2009). If a woman does not have a family to be responsible too she will not be subjected to these same stereotypes of difficulty with work family balance. This lack of stereotyping is a reflection of the ability to put work first as they did not have “the burden of child care and child education”(Schueller-Weidekamm and Kautzy-Willer, 2012:247). Additionally, it appears at the very least in European nations that women are climbing the company ladder based on merit (The Economist, 2011). As after a quota in Norway was implement cornering companies to increase the number of women found on their boards, these firms saw a fall in one measure of corporate value, Tobin’s Q, drop eighteen percent (The Economist, 2011). This drop in essentially assets demonstrates the lack of competency and training for the job at hand that the new members to the board, women, had displayed. Therefore, lending to the conclusion that the few women whom made it to the board prior to the quota deserved to be there based on skill and not gender just as the men
These perceptions are rooted in the idea that the woman’s priorities and primary loyalty is not for the company she works for but for the family she has at home (Hobbler et al, 2009). If a woman does not have a family to be responsible too she will not be subjected to these same stereotypes of difficulty with work family balance. This lack of stereotyping is a reflection of the ability to put work first as they did not have “the burden of child care and child education”(Schueller-Weidekamm and Kautzy-Willer, 2012:247). Additionally, it appears at the very least in European nations that women are climbing the company ladder based on merit (The Economist, 2011). As after a quota in Norway was implement cornering companies to increase the number of women found on their boards, these firms saw a fall in one measure of corporate value, Tobin’s Q, drop eighteen percent (The Economist, 2011). This drop in essentially assets demonstrates the lack of competency and training for the job at hand that the new members to the board, women, had displayed. Therefore, lending to the conclusion that the few women whom made it to the board prior to the quota deserved to be there based on skill and not gender just as the men