Influences on selecting executives: the case of gender and race in managerial decisions in Taiwan Online publication date: Mon, 19-Feb-2024
by Rosalie L. Tung; Henry F.L. Chung; Jyh-Bang Jou; Chris Rowley
J. for International Business and Entrepreneurship Development (JIBED), Vol. 15, No. 3, 2023
Abstract: In the global war for talent, the importance of selecting the 'best' person irrespective of race and gender is often noted. In this paper, we examine attitudes towards gender and race in respect of who are seen as the 'best' candidates for executive positions. Taiwanese managers selected the 'best' candidate for the post of Director of a variety of multinational company (MNC) operations. We found the following. For the Taiwanese operations of a US MNC where the most managerially and technically qualified candidate was portrayed as an African-American female, she was ranked second, although first by respondents from middle and junior management positions. Where the most qualified candidate was portrayed as a white American female, she was ranked first. In contrast, for the Director of US operations of a Taiwanese MNC, the African-American female was ranked first. Some possible reasons for these findings and their implications are discussed.
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