Barriers to Gender Equality in Japan: Moving from Myth to Realities

Kobayashi, Kazunori; Eweje, Gabriel

doi:10.1007/978-3-030-75154-8_2

Cited by 4 publications

(3 citation statements)

References 28 publications

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“…Second, as governance plays a vital role in gender equality, how gender equality can be achieved based on the relationship between MCSs and governance should be considered. Finally, as mentioned in the interview results and in Kobayashi (2021) and Kobayashi and Eweje (2021), which deal with gender issues in the Japanese workplace, the realisation of gender equality that is difficult for a single company to deal with alone (e.g. households and business partners) should also be considered.…”

Section: Discussionmentioning

confidence: 99%

Promoting gender equality through the use of management control systems: a case study in Japan

Nagano

Hosoda

2022

AAAJ

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PurposeThis study examines how formal and cultural management control systems (MCSs) are used to support the promotion of gender equality through a case study of a Japanese bank.Design/methodology/approachA case study was adopted to investigate the use of formal and cultural MCSs in promoting gender equality. Primary data were gathered through semi-structured interviews with managers experienced in promoting gender equality. Then, the data were analysed by reading the interview answers repeatedly and coding interviewees' comments to generate themes.FindingsThe findings indicate that both formal and cultural MCSs can be critical aspects in promoting gender equality. The use of cultural MCS fostered norms and cultures over time that enhances the process of formal MCS to achieve gender equality. Formal MCS was also designed and utilised under the constructed norms and cultures to promote gender equality. Furthermore, the use of formal MCS contributes to shaping norms and cultures that encourage gender equality by controlling and discussing the process of promoting gender equality.Originality/valueThis study clarifies how formal and cultural MCSs can be used to promote gender equality, which is an unresolved issue in Japanese companies. Mechanisms for companies in male-dominated societies are also provided to promote gender equality in terms of MCSs.

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Section: Discussionmentioning

confidence: 99%

Promoting gender equality through the use of management control systems: a case study in Japan

Nagano

Hosoda

2022

AAAJ

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“…Thus, challenges remain in advancing gender equality. For example, there is still a bias against how women work, which can hinder their career development and influence their attitude towards employment (Kobayashi and Eweje, 2021). Kobayashi (2021) also discusses the need for companies, individuals, families, schools, government agencies and other organisations to work together to promote gender equality.…”

Section: Gender Equality In Japanese Companiesmentioning

confidence: 99%

“…Goal 5 of the 17 Sustainable Development Goals (SDGs) in the 2030 Agenda seeks to “achieve gender equality and empower women and girls”, a target whose success requires the action of all stakeholders, including countries, businesses and people (Kobayashi and Eweje, 2021; Kobayashi, 2021). According to the World Economic Forum’s Global Gender Gap Report in 2019, Japan’s gender gap index was 0.652, ranking 121 out of 153 countries.…”

Section: Introductionmentioning

confidence: 99%

Breaking the glass ceiling: gender equality practices in a Japanese bank

Hosoda

Nagano

2023

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Purpose This study aims to explore the mechanism of the relationships between financial and non-financial outcomes and gender equality through a case study of a Japanese bank that has consistently pursued gender equality. Design/methodology/approach A single case study was adopted to explore the outcomes of promoting gender equality. Primary data were collected from 12 semi-structured interviews. Data were analysed by rereading and coding the interview responses coded to generate themes. Findings Through governance reform in Company A, women have been placed in top management positions and the number of female managers has increased, allowing frontline intentions to be reflected in decision-making. The increased number of female managers has led to a decrease in female turnover, men taking parental leave, improved training of female managers and the recruitment of excellent new graduates. The appropriate allocation of jobs to female managers and employees also meets customer needs and has led to increased sales. Finally, involvement of female employees in product development in male-dominated workplaces brings women’s experiences and perspectives to product development, resulting in the development of products that are favoured by customers. Originality/value This study determined the mechanism behind the relationships between financial and non-financial outcomes and gender equality, based on agency, upper echelons, resource dependence, institutional and social role theories. It also contributes to gender equality research methodology by providing compelling qualitative stories of gender equality outcomes to increase a company’s commitment to promoting gender equality.

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Stepping Stones to Empowerment for International STEM Students in Japan

Healy

2023

Women's Empowerment for a Sustainable Future

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Barriers to Gender Equality in Japan: Moving from Myth to Realities

Cited by 4 publications

References 28 publications

Promoting gender equality through the use of management control systems: a case study in Japan

Promoting gender equality through the use of management control systems: a case study in Japan

Breaking the glass ceiling: gender equality practices in a Japanese bank

Stepping Stones to Empowerment for International STEM Students in Japan

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