Breaking the Glass Ceiling: Slow Progress Ahead

Fain, James R.

doi:10.1111/j.1465-7287.2010.00196.x

Cited by 8 publications

(7 citation statements)

References 3 publications

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“…The results also show geographic disparities, which were also noticed in the overall private sector (Chanavat 2012). When compared to the 2003 study, showing that only 3-5% of the top positions were occupied by women in the United States (Goodman et al, 2003), the results of the research show a slightly better situation in the private equity sector, potentially due to a trend of an increased number of females in the top management (Fain, 2011). Furthermore, the results of the study support the research showing that female executives tend to work in high risk industries (Paul & Sahni, 2009).…”

Section: Resultscontrasting

confidence: 55%

10.5937/industrija42-5062 = Glass ceiling over private equity: The case of emerging markets

Stefanović¹,

Makojević²,

Stanišić³

2014

Industrija

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Section: Resultscontrasting

confidence: 55%

10.5937/industrija42-5062 = Glass ceiling over private equity: The case of emerging markets

Stefanović¹,

Makojević²,

Stanišić³

2014

Industrija

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“…The most frequent external variables identified in the literature include lack of mentoring and sponsorship (Hom et al, 2008;Meyers, 2015;McDonald and Westphal, 2013), exclusion from informal networks (Cook and Glass, 2014;Fain, 2011;Kulich et al, 2015), lack of flexibility (Klettner et al, 2016;Waumsley and Houston, 2009;Williams et al, 2013), motherhood penalties (Budig et al, 2012;Kmec et al, 2014;Kricheli-Katz, 2012;Stone and Hernandez, 2013), gender stereotyping (Burke and Major, 2014;Branson et al, 2013;Heilman, 2001), the male-centered work ethos (Cahusac and Kanji, 2014;Cabrera, 2009;Kelly et al, 2010;Widera et al, 2010) and the glass ceiling (Cook and Glass, 2014;Fain, 2011;Kulich et al, 2015;Sabharwal, 2013).…”

Section: Push and Pull Variablesmentioning

confidence: 99%

Beyond gender: reconceptualizing understandings of work–life balance and the extreme work model for 21st-century high-potential top earners

DeSimone

2020

JOCM

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PurposeThe purpose of this study is to broaden an understanding of women's perceptions regarding advancement potential/barriers to success in upper echelon corporate roles in the S&P 500 in connection with understanding 21st-century family dynamics, rather than addressing gender in isolation.Design/methodology/approachData collection in this study is based on semi-structured phone interviews with 13 women who have been identified by organizational leadership in an S&P 500 company as having high advancement potential. The results are evaluated using interpretive phenomenological analysis.FindingsParticipants' responses support existing research showing that women feel more responsible than their male counterparts for subordinating their career prospects to those of their male partners. Further, participants express that work–life and work–family balance constitute problematic barriers to advancement and often lead them to “choose” to slow-track career advancement and to avoid advancement opportunities. This choice narrative propagates women's perceptions that barriers to advancement are self-imposed. Participants viewed the extreme work model as inevitable in upper-echelon corporate roles, signaling the need for an increased understanding of how a broad definition of familial roles and work culture – rather than gendered issues in isolation – affect advancement opportunities in a 21st-century workforce.Practical implicationsCurrent organizational diversity initiatives have focused too myopically on gender. For organizations to create a more inclusive model for success at the upper echelons, it is essential to broaden organizational initiatives to address 21st-century employees rather than gendered programs. Organizations can endeavor to implement more effective models that enable two partners in a home with dependent children to advance, and all employees, even top leaders, to balance current definitions of work–life in several ways discussed.Originality/valueThe findings of this study are significant, in that they move toward addressing a gap in knowledge concerning women's perspectives on the changing family paradigm, extreme work culture and an expanded understanding of work–life balance. This reconceptualization can help mitigate gendered research and organizational programs that reinforce entrenched binaries, and instead enable organizations to implement more effective initiatives to improve advancement opportunities.

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“…Progress towards gender equality in leadership in the last decade has been slow. Fain (2011) concluded that achieving equality in lower positions on the scale takes less time than in positions of greater responsibility. In the latter case, equality could take up to 60 years.…”

Section: Women and The Gc: Present Situation And Future Prospectsmentioning

confidence: 99%

Women and the glass ceiling in the community of Madrid hotel industry

Serrano

Villacé-Molinero

Ballestero

et al. 2018

IJHRDM

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The hotel industry labour market has a strong female presence, although women have limited access to management positions. The gender gap in the industry must be identified in order to overcome it. This research is based on a census designed to analyse the participation of women in management positions at the corporate headquarters of hotel chains and 3, 4 and 5 star hotels (independent and related to a chain) in the community of Madrid. The study concludes that there is a glass ceiling due to the male dominance of management and the stereotyping of certain positions (vertical and horizontal segregation). Nevertheless, a change in the trend has been observed and new positions have appeared as a result of ITCs.

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Breaking the Glass Ceiling: Slow Progress Ahead

Cited by 8 publications

References 3 publications

10.5937/industrija42-5062 = Glass ceiling over private equity: The case of emerging markets

10.5937/industrija42-5062 = Glass ceiling over private equity: The case of emerging markets

Beyond gender: reconceptualizing understandings of work–life balance and the extreme work model for 21st-century high-potential top earners

Women and the glass ceiling in the community of Madrid hotel industry

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