Can institutionalized workplace structures benefit senior women leaders?

Murray, Peter A.; Southey, Kim

doi:10.1007/s10490-019-09654-4

Cited by 3 publications

(6 citation statements)

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“…The latter may be an indication that women need more assistance with digital strategies than their male counterparts. Research has also shown that males are more likely to seek 'technical' roles whereas women are less likely to engage in IT skill building which is evident from their tendency to pursue 'softer' technology roles [33,92]. In the context of this study, clearly women recognise the importance of and engaging in social media to build their businesses.…”

Section: Discussionmentioning

confidence: 73%

“…Research indicates that due to the pandemic, gender inequality is more pronounced in terms of digital access, ownership of digital devices, as well as digital fluency [29,30], which has created a perfect storm for women-led SMEs [31,32]. Research also highlights a lack of participation in technical jobs including the need to increase mentoring strategies for women at work [33].…”

Section: Introductionmentioning

confidence: 99%

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Digital Transformation among SMEs: Does Gender Matter?

et al. 2022

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The COVID-19 pandemic has highlighted and exacerbated some of the challenges that small and medium enterprises (SMEs) face in times of crisis, disrupting their operations, weakening their financial positions, and exposing them to a wide range of financial risks. While previous studies have viewed digital transformation as a vital source of innovation and productivity growth for economic recovery in SMEs, there has been limited focus on digital transformation in the regional context, with very little attention focused on women-led enterprises. This study aims to investigate (i) the determinants of perception of digital transformation among regional SMEs, and (ii) whether the gender of the SME owner or manager has an impact on the drivers of the digital transformation experiences of SMEs operating in regional Australia. Building upon the resource-based view, this study uses a unique dataset of 281 SMEs collected from a survey conducted within a regional area of Queensland, Australia. Employing Feasible Generalised Least Squares and Generalised Least Squares estimations, the study found that the perceptions of digital transformation can be explained by the use of social network platforms, innovation processes, workplace culture, and information and communication technologies. This study also found that there is a significant difference between female-led and male-led SMEs regarding their perceptions of digital transformation. This study offers two key policy and practical insights: (i) digital transformation of regional SMEs should be used as a fundamental tool for crisis recovery strategies, and (ii) the need for policymakers to mainstream gender into postcrisis transformative interventions and policies should be fast tracked.

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Section: Discussionmentioning

confidence: 73%

Section: Introductionmentioning

confidence: 99%

Digital Transformation among SMEs: Does Gender Matter?

et al. 2022

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“…As highlighted by other studies, HR practices such as leadership development and mentoring programs and the existence of role models for women within the organization (Fitzsimmons et al, 2014;Murray and Southey, 2020) are highly valued by women respondents. However, these practices appear to be scantily present in the organizations investigated.…”

Section: Discussionmentioning

confidence: 89%

“…Organizations will increase their social legitimacy and chances of survival by conforming to structures and practices accepted in their fields (Suchman, 1995). Institutionally prescribed organizational structures and practices that purport workplace gender equality are expected to disrupt gender bias against women reaching senior positions and should reduce the need for women to gain legitimacy by relying on their personal strengths alone (Lucas, 2003; Murray and Southey, 2020). In the past decade, Japanese businesses have faced significant institutional pressures from the government, investors and foreign institutions, which have indeed led to more women managers being hired.…”

Section: Discussionmentioning

confidence: 99%

“…Conversely, ineffective institutionalization may imply that conformance to institutional pressures is characterized by decoupling (Meyer and Rowan, 1977). Additionally, and significantly for this study, ineffective institutionalization of gender equality structures and practices implies that women must rely on their personal abilities and ad hoc opportunities to succeed in their jobs and to gain real power within organizations (Murray and Southey, 2020).…”

Section: Introductionmentioning

confidence: 99%

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The role of organizational and individual-level factors for the inclusion of women managers in Japan

Saitova

Mauro

2021

IJOA

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Purpose This study aims to analyze and contrast the role of organizational and individual level factors in influencing the effective participation of women managers in decision-making in Japanese business organizations. Design/methodology/approach A qualitative study based on 21 in-depth interviews with women and men in managerial positions in Japanese organizations is adopted. Findings Results show that gender equality structures and practices are not effectively institutionalized within Japanese organizations. In particular, corporate social responsibility programs are perceived by women respondents to be formally adopted to gain legitimacy in the eyes of foreign investors. However, they lack effectiveness in giving the woman manager a “voice” in business decisions. Organizational practices such as leadership development and mentoring are generally not evident in the organizations analyzed. Conversely, the personal traits of the woman manager, such as determination, self-confidence and “being able to confront men colleagues” are the factors perceived to be crucial in influencing women’s participation in decisions. Social implications The study suggests that to increase the weight of women managers in Japanese organizations’ decision-making, action is still needed within organizations to create a true diversity-culture. Additionally, action at the educational level has to remove women’s own self-segregation. Originality/value The study offers novel evidence on the “glass ceiling” in Japanese businesses by investigating whether women’s access to management positions corresponds to effective decision power. The study also highlights the key enabling factors, therefore contributing to the analysis of how to create more effective gender “diversity” within Japanese businesses.

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Leader diffuse status and leadership outcomes: Towards an integrative framework

Lianidou

Zheng

2022

Int J Management Reviews

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This review seeks to enrich our understanding of how a leader's status influences leadership outcomes such as motivation to lead, leader emergence and perceived leader effectiveness. The focus is on the leader's diffuse status, that is, status derived from demographic (e.g., gender and race) and physical (e.g., height and body shape) characteristics. Drawing insights from empirical findings and their theoretical underpinnings, we (1) highlight the need to explicitly model the leader's diffuse status as a mediator in the relationship between leader demographic and physical characteristics and leadership outcomes, (2) differentiate the effects of the leader's diffuse status as perceived by others (interpersonal level) and the leader's diffuse status as perceived by the leader (intrapersonal level) and (3) synthesize a wide range of contextual factors that influence the degree to which the leader's demographic and physical characteristics affect leadership outcomes through the leader's diffuse status. Moreover, we explain how other status types, such as status derived from the leader's position in the organizational hierarchy and status related to task‐relevant leader characteristics, can moderate the effects of the leader's diffuse status. Finally, we discuss the utility of our proposed integrative framework for researchers and practitioners and outline promising future research opportunities.

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Can institutionalized workplace structures benefit senior women leaders?

Cited by 3 publications

References 63 publications

Digital Transformation among SMEs: Does Gender Matter?

Digital Transformation among SMEs: Does Gender Matter?

The role of organizational and individual-level factors for the inclusion of women managers in Japan

Leader diffuse status and leadership outcomes: Towards an integrative framework

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