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by contesting prominent trade members’ versions of those practices (i.e., target corporations). We undertake a sociocognitive perspective to account for variance in when and the way the managers of target and nontarget companies attend to, interpret, and reply to strain from activists. Overall, we enhance theory by explaining why firms in an industry differ in their reactions to activism, even when they are topic to frequent campaigns and techniques. This study contributes to the literature on girls and minorities in company leadership by growing theory that may help to explain the persistent underrepresentation of ladies and minorities Badass cannabis girl with tattoos pretty eyes and thick thighs rompersamong those that are seen as members of the “company elite” as a result of they maintain a number of company board seats. Our conceptual framework suggests how disadvantages in the receipt of mentoring regarding prevailing norms within the corporate elite are negatively affecting the flexibility of girls and minorities to safe a number of board appointments. Our theory explains why ladies and minority first-time administrators receive comparatively much less mentoring regarding a core norm within the corporate elite that outside administrators ought to avoid exercising impartial management over firm strategy. Our concept additionally explains why lower ranges of mentoring lead to girls and racial minority first-time directors receiving relatively fewer appointments

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