Broadening the women on boards and performance debate: the role of agility – a scoping review

Purpose This study aims to broaden the debate on women on boards and firm performance by incorporating the concepts of organisational agility and resilience. It examines how board gender diversity simultaneously relates to performance outcomes and to adaptive capabilities that enable firms to sustain competitiveness in changing environments. Design/methodology/approach A scoping review was conducted following Arksey and O’Malley’s (2005) five-stage framework. Using Scopus, 1,747 records were identified and screened in two stages. After applying inclusion and exclusion criteria, 17 studies were retained. The analysis synthesised evidence across geographical, methodological and theoretical dimensions, highlighting how performance, agility and resilience are defined and measured. Findings Results indicate that gender-diverse boards are generally associated with improved firm performance, stronger adaptability and greater resilience, particularly when supported by relational and organisational enablers such as trust, knowledge sharing and innovative human resources (HR) practices. Women’s leadership enhances strategic flexibility, sustainability performance and recovery capacity. The findings draw on Upper Echelons, Ambidextrous and Inclusive Leadership and Gender Role, Social Identity and Stakeholder theories, revealing that gender diversity strengthens decision quality, legitimacy and stakeholder alignment. Originality/value To the best of the authors’ knowledge, this is the first review to integrate board gender diversity, performance and agility into a unified analytical framework. It reframes the “business case” for women on boards, demonstrating that gender-diverse leadership is not only ethically desirable but also a strategic resource that drives dynamic capabilities and long-term competitiveness. The study identifies key conceptual and methodological gaps for future multi-level and longitudinal research.