Does it matter to corporate governance whether women serve on a board? If so, does it make a difference how many women serve? That is, is there a critical mass that can bring significant change to the boardroom and improve corporate governance? My colleagues Vicki W. Kramer, Principal, V. Kramer Associates, and Alison M. Konrad, Professor of Organizational Behavior at the Ivey School of Business, University of Western Ontario, and I set out to answer these important questions. Our findings shed light on a growing problem for organizations and society: not enough women are serving on corporate boards to the corporations’ detriment.
Research & Action Report Fall/Winter 2006
The Wellesley Centers for Women (WCW) recently welcomed Rangita de-Silva de-Alwis, S.J.D. as senior advisor on international programs. A legal advocate with her LL.M. and S.J.D. from Harvard Law School, de Silva-de Alwis also holds an appointment as a Research Fellow at the Women and Public Policy Program at the Kennedy School, and brings a wealth of experience working with women’s groups in Asia on the rights of women and children.
On October 26, 2010, as this commentary went to press, the U.S. Department of Education Office for Civil Rights issued a “Dear Colleague Letter” to schools that clarifies the relationship between bullying and discriminating harassment under civil rights laws: http://www2.ed.gov/about/offices/list/ocr/letters/colleague-201010.html.
The recent tragic cases of Phoebe Prince and Carl Wal ker -Hoover , two Massachusetts students who took their own lives after being allegedly bullied by their peers, force us to look carefully at the ways in which school personnel are treating and framing student-to-student interactions. I want to propose that, in fact, both children were sexually harassed by their peers; and to call it "bullying" minimizes what they endured.