Resources

2010 June 9

Total charitable giving in the U.S. declined 3.6 percent last year, according to “Giving USA 2010: The Annual Report on Philanthropy,” released today by the Giving USA Foundation and the Center on Philanthropy at Indiana University.

http://www.crainsdetroit.com/section/c?template=profile&uid=65587&plckPersonaPage=BlogViewPost&plckUserId=65587&plckPostId=Blog%3A65587Post%3A14c02be6-1261-4bfb-a018-ce80c25d84f8&plckController=PersonaBlog&plckScript=personaScript&

Source: The Business of Being Nonprofit
Type: Blog Entry

This section of the White House Council on Women and Girls website hosts a variety of government reports and statistics on women and girls in America.

http://www.whitehouse.gov/administration/eop/cwg/data-on-women

Source: The White House
Type: Research Organization

2006

Does it matter to corporate governance whether women serve on a board? If so, does it make a difference how many women serve? Is there a critical mass that can bring significant change to the boardroom and improve corporate governance? Based on interviews and discussions with 50 women directors, 12 CEOs, and seven corporate secretaries from Fortune 1000 companies, we show that a critical mass of three or more women can cause a fundamental change in the boardroom and enhance corporate governance.

http://www.wcwonline.org/pdf/CriticalMassExecSummary.pdf

Source: Wellesley Centers for Women
Type: Research Report - Non Profit Org

2010 October 10

When it comes to finding enough men to fill their freshmen classes, it is the nation's admissions officers who have to hunt hard. Twenty years after women became the majority on campus, college administrators are struggling to strike a gender balance even as female applicants outnumber men by nearly 30 percent. Nationally, as at Delaware, about 58 percent of college undergraduates are women, with some campuses at 70 percent. That's well beyond the point where the character of a college shifts, and may make a school less appealing to some of the highly qualified students it seeks to attract.

http://articles.philly.com/2010-10-10/news/24980891_1_college-admissions-york-college-colleges-struggle/3

Source: Philadelphia Inquirer
Type: Article

2011 April 4

Inadequate career development has kept women from reaching the top ranks of the corporate ladder, according to a report by McKinsey & Co. To crack the upper echelons of corporate America, McKinsey says companies must groom a deeper bench of female middle managers for advancement.

http://online.wsj.com/article/SB10001424052748704530204576237203974840800.html?mod=WSJ_newsreel_careers

Source: The Wall Street Journal
Type: Article

2010 March 18

Wei Sun Christianson - CEO of Morgan Stanley China, Wu Yi - former vice premier of China, Mei Yan - Viacom China CEO, Wu Changhua - The Climate Group's Greater China director, Deng Yujiao - Defended herself against three rapists who were government officials

http://www.thedailybeast.com/blogs-and-stories/2010-03-18/chinas-five-most-powerful-women/

Source: The Daily Beast
Type: Top Women Lists

2010 October

Our October 2010 research showed that females were grossly underrepresented across 122 G, PG, and PG-13 films theatrically released between 2006 and 2009.

http://www.thegeenadavisinstitute.org/downloads/KeyFindings_StatusQuo.pdf

Source: The Geena Davis Institute on Gender in Media
Type: Research Report - Non Profit Org

2011 September

Despite significant corporate commitment to the advancement of women’s careers, progress appears to have stalled. The percentage of women on boards and senior-executive teams remains stuck at around 15 percent in many countries, and just 3 percent of Fortune 500 CEOs are women. The last generation of workplace innovations—policies to support women with young children, networks to help women navigate their careers, formal sponsorship programs to ensure professional development—broke down structural barriers holding women back. The next frontier is toppling invisible barriers: mind-sets widely held by managers, men and women alike, that are rarely acknowledged but block the way.

http://www.mckinseyquarterly.com/Organization/Strategic_Organization/Changing_companies_minds_about_women_2858

Source: McKinsey Quarterly
Type: Research Report - For Profit Org

2008 September

Through interviews with 85 women across the globe in a variety of fields and leadership positions, McKinsey distilled a leadership model comprising five broad and interrelated dimensions: meaning, or finding your strengths and putting them to work in the service of an inspiring purpose; managing energy, or knowing where your energy comes from, where it goes, and what you can do to manage it; positive framing, or adopting a more constructive way to view your world, expand your horizons, and gain the resilience to move ahead even when bad things happen; connecting, or identifying who can help you grow, building stronger relationships, and increasing your sense of belonging; and engaging, or finding your voice, becoming self-reliant and confident by accepting opportunities and the inherent risks they bring, and collaborating with others.

https://www.mckinseyquarterly.com/Centered_leadership_How_talented_women_thrive_2193

Source: McKinsey & Company
Type: Research Report - For Profit Org

2011 March

In 2010, women held 17.7 percent of senior officer positions at Financial Post 500 companies, an increase of four-fifths of a percentage point since 2008. In both 2008 and 2010, more than 30 percent of companies had no women senior officers. Women held just 6.2 percent of top earner positions at public companies in 2010; in 2008, women held 5.6 percent of these positions. Finally, while the percentage of public companies with 25 percent or more women senior officers increased 7.7 percentage points from 2008, crown companies continue to have the highest representation of women senior officers compared to other types of companies.

http://www.catalyst.org/publication/467/2010-catalyst-census-financial-post-500-women-senior-officers-and-top-earners

Source: Catalyst, Inc.
Type: Research Report - Non Profit Org

2011

The benefits of gender-diverse leadership extend beyond short-term financial performance. Companies with both women and men leaders in the boardroom and at the executive table are poised to achieve sustainable big wins for the company and society. New data from Catalyst and researchers from Harvard Business School suggest that gender-inclusive leadership and corporate social responsibility (CSR), examined through the lens of corporate philanthropy, are linked.

http://www.catalyst.org/publication/507/42/gender-and-corporate-social-responsibility-its-a-matter-of-sustainability

Source: Catalyst and Harvard Business School
Type: Research Report- Non Profit Org

2011

Investments in women's economic empowerment are a strategic means to create and support markets, by providing jobs, opportunities for professional development, financial literacy and access to banking, and start-up capital and capacity-building to help women run small businesses. This brief provides background on women's economic empowerment issues and how they relate to business, and aims to provide companies information, process, and tools to identify and implement strategic investments in women’s economic empowerment.

http://www.bsr.org/en/our-insights/report-view/women-and-sustainability-investing-in-womens-economic-empowerment

Source: BSR
Type: Research Report- Non Profit Org

2011

In the report, we examine the legal and regulatory developments and trends around this issue. In certain jurisdictions, change is mandated; in others, change is encouraged; and, in still others, change is dependant on whether industry will respond. We offer insights into differences in viewpoint and the varying degrees of government involvement in mandating stronger representation of women in the boardroom.

http://www.paulhastings.com/assets/pdfs/Gender_Parity_on_Corporate_Boards.pdf

Source: Paul Hastings
Type: Research Report

2008 October 20

Crisis and recession will put to the test many projects that were easy to pursue during the years of prosperity. Inevitably, one will be the commitment of companies to diversity in the workforce. However deep the downturn, no executives will admit their devotion to employing and promoting staff of different background, gender and mindset has ebbed.

http://www.bridgepartnersllc.com/Article/Print/9/FINANCIAL-TIMES-Bosses-must-shore-up-diversity-against-downturn.ashx

Source: Financial Times
Type: Article

A project of the SAIS Center for Transatlantic Relations, the Boardroom Diversity website is a repository for news and information about legislative and voluntary initiatives around the globe to increase gender diversity in the boardroom and throughout corporate leadership.

http://www.boardroomdiversity.org/

Source: SAIS Center for Transatlantic Relations
Type: Website

2009 November 30

An alternative source of highly educated labour is already at Australia's disposal and with the right set of policy options this pool of labour can be unlocked. Closing the gap between male and female employment rates would have important implications for the Australian economy. The authors estimate that closing this gap would boost the level of Australian GDP by 11%. Indeed, much progress in closing this gap has already occurred over the past 30 years with the rise in the female employment rate since 1974 boosting economic activity by 22%. In this respect, Australia is only 2/3rds of the way to unlocking the hidden value of the female labour pool.

http://www.eowa.gov.au/Pay_Equity/Files/Australias_hidden_resource.pdf

Source: Goldman, Sachs & Co.
Type: Research Report - For Profit Org

2011 August 20

TWENTY years ago a debate erupted about whether there were specific “Asian values”. Most attention focused on dubious claims by autocrats that democracy was not among them. But a more intriguing, if less noticed, argument was that traditional family values were stronger in Asia than in America and Europe, and that this partly accounted for Asia’s economic success. In the words of Lee Kuan Yew, former prime minister of Singapore and a keen advocate of Asian values, the Chinese family encouraged “scholarship and hard work and thrift and deferment of present enjoyment for future gain”.

http://www.economist.com/node/21526350

Source: The Economist
Type: Article

2010 April

As the economy recovers and with the anticipated increase in men’s employment in the summer months, women’s share of payroll employment is expected to again fall below 50 percent in the seasonally unadjusted data. In the seasonally adjusted data, if the economy recovery is consistent, it is likely that October 2009, with women’s share at 49.96 percent, will remain a high water mark that will not be seen again for several years.

http://www.iwpr.org/publications/pubs/are-women-now-half-the-labor-force-the-truth-about-women-and-equal-participation-in-the-labor-force

Source: The Institute for Women's Policy Research
Type: Research Report - Non Profit Org

2010 May 11

Aiming Higher: Removing Barriers to Education, Training and Jobs for Low-Income Women spotlights successful approaches that are being pursued by leadership of the Women's Economic Security Campaign (WESC). These examples offer promising strategies for service providers, policymakers and foundations searching for solutions to the pressing economic problems of our time.

http://www.womensfundingnetwork.org/sites/wfnet.org/files/WESC/Aiming-Higher-Jobs-Education-Training.pdf

Source: Women's Funding Network
Type: Research Report - Non Profit Org

2010 June 1

In recent years, interest in philanthropy for and by women has intensified, accompanied by a growing acceptance of the idea that philanthropic investments in women and girls can accelerate positive change in communities.

http://www.womensfundingnetwork.org/sites/wfnet.org/files/TheRoleofWomensFunds_Final.pdf

Source: Women's Funding Network
Type: Research Report - Non Profit Org

2011

In this paper we will question many of the assumptions that govern investment management policies and practices today, and propose new principles that bring portfolio theory into the 21st century.

http://rsfsocialfinance.org/wp-content/uploads/downloads/2011/09/A-New-Foundation-for-Portfolio-Management.pdf

Source: RSF Social Finance
Type: Research Report

2009

Resource guide on how to practice philanthropy with a gender lens.

http://www.vwt.org.au/gender-9.html

Source: http://www.vwt.org.au/gender-9.html
Type: Book

2010 November 17

New research provides an explanation as to why women have a hard time reaching the upper echelons of corporate leadership: women who are qualified to lead stall not for lack of drive, but for lack of a push. Unlike men, senior women often lack the backing needed to propel them into upper management – a powerful executive sponsor in their line of command prepared to go out on a limb for a chosen protégé and push for their next promotion. Having such a sponsor, the data show, boosts prospects for advancement by 23 per cent for men, and 19 per cent for women. But while executive women often have mentors dispensing friendly advice, they’re much less likely to have sponsors than their male counterparts.

http://www.ft.com/cms/s/0/186d2054-f1ba-11df-bb5a-00144feab49a.html - axzz16hhycQlX

Source: Financial Times
Type: Article

2008 September

Women in developed economies have made substantial gains in the workplace during recent decades. Nevertheless, it’s still true that the higher up in a company you look, the lower the percentage of women. But some companies have moved successfully to increase the hiring, retention, and promotion of female executives. Their initiatives have included efforts to ensure that HR policies aren’t inadvertently biased against women or part-time workers, to encourage mentoring and networking, to establish (and consistently monitor at a senior level) targets for diversity, and to find ways of creating a better work–life balance. Changes like these have a price, but there are business advantages to making them—above and beyond the branding benefit that might accrue to companies viewed as socially progressive.

http://www.mckinseyquarterly.com/A_business_case_for_women_2192

Source: McKinsey & Company
Type: Research Report - For Profit Org