Research on over 3,300 CEO successions finds that replacing a male CEO with a female one creates measurable organisational disruption, not because of performance differences, but due to structural conditions that boards have the power to change.

New Wharton research confirms that women in all-female virtual training cohorts outperform those in mixed-gender groups, and the reason why has direct implications for how organisations design professional development.

A century of archival records shows how structural barriers shaped women’s participation in economics, from restricted access to training and networks to limited representation in journals and professional associations. The patterns are clear: historical exclusion continues to influence today’s pipeline.