Abstract:
This article empirically examines the individual and interaction effects of women in the CEO and operations manager roles on the practice of environmental sustainability. To test the specified hypotheses, we study 1,932 Australian wine firms over a five-year period (2014–2018). The results suggest that women in the operations manager role are positively associated with environmentally sustainable practices, while women in the CEO role are not. However, when women are in both CEO and operations manager roles in the same firm (interaction effect), the relationship with environmentally sustainable practices is positive and significant. The results are discussed along with limitations and directions for future research.
