Discretionary power of project managers in knowledge‐intensive firms and gender issues

Chasserio, Stephanie; Legault, Marie-Josée

doi:10.1002/cjas.147

Cited by 23 publications

(27 citation statements)

References 43 publications

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“…These project managers can be viewed as experts who are very independent and autonomous when making the key decisions (Chasserio and Legault, 2010).…”

Section: Conclusion and Further Workmentioning

confidence: 99%

Exploring the impact of cultural values on project performance

Chipulu

Ojiako

Gardiner

et al. 2014

International Journal of Operations &Amp; Production Management

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Purpose-This study explores the impact of cultural values on the importance individuals assign to project success/failure factors.Design/methodology/approach-Themes emerging from 40 interviews of project practitioners based in Brazil, China, Greece, Nigeria, Thailand, the United Arab Emirates, the United Kingdom and the United States are integrated with literature evidence to design a survey instrument. 1313 practitioner survey responses from the eight countries are analysed using multi-group, structural equation modelling. Research limitations -The snowballing method used to gather survey data and analysis of relationships at individual level reduce generalisability.Practical implications -The results reveal insights on how best to match the cultural values of project participants to project characteristics. They also increase knowledge on the likely perceptual differences among culturally-diverse individuals within projects.Originality/value -This research contributes to the literature on culture in project environments by defining a factor structure of multiple-dependent project success/failure indicators and increases insight on how specific cultural values may impact on the perception of the so-defined project success/failure factors.3

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“…These project managers can be viewed as experts who are very independent and autonomous when making the key decisions (Chasserio and Legault, 2010).…”

Section: Conclusion and Further Workmentioning

confidence: 99%

Exploring the impact of cultural values on project performance

Chipulu

Ojiako

Gardiner

et al. 2014

International Journal of Operations &Amp; Production Management

View full text Add to dashboard Cite

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“…From many points of view, these are good jobs. These highly skilled people earn between 50% and 100% more than people in the traditional economy with same education (Chasserio & Legault, 2010).…”

Section: Introductionmentioning

confidence: 99%

Professionalization, risk transfer, and the effect on gender gap in project management

Legault

Chasserio

2012

International Journal of Project Management

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In this paper, we demonstrate that Project Management (PM) in Information Technologies (IT) sector, despite the claims of autonomy and self-determination at work of creative experts, sets up fairly tight controls through management and the rhetoric of professionalism. The client's position of strength overrides the employer's direct control, transferring a major share of the risk inherent in PM to the IT experts themselves. Ensuing long hours of unplanned and unpaid overtime are the most important obstacle facing women in IT's workforce. This paper is based on a qualitative research conducted on 7 Canadian companies acting in multimedia, information technology (IT) business services and optics-photonics. We have interviewed 88 IT experts, women and men, who talk about their working conditions.

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“…Many project-based organization, especially within the Information Technology (IT) sector, are suffering from an underrepresentation of women (Chasserio & Legault, 2010). Research have been linking this underrepresentation to gender-based favoritism (Legault & Chasserio, 2012).…”

Section: Introductionmentioning

confidence: 99%

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confidence: 99%

Gender Diversity and Team Identification

Doornenbal

Havermans

2015

Procedia - Social and Behavioral Sciences

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Many project-based organizations within the IT sector suffer from an underrepresentation of women (Chasserio & Legault, 2010). Although this underrepresentation has primarily been studied in light of undesirable consequences for women (cf. Lindgren & Packendorff, 2006), we argue that this skewed gender distribution is directly hurting both women and men. As individuals within project-based organizations are often required to work together in project teams, women and men are increasingly dependent on each other. Therefore, the underrepresentation of women is also likely to affect men. We focus in this present paper on the influence of gender diversity on men's team identification. Individuals' team identification is an important predictor of individuals' commitment, satisfaction, and organizational citizenship behavior (Johnson, Morgeson, & Hekman, 2012). We study the influence of gender diversity on individuals' team identification within project teams that are -in numbers -dominated by men. The results of this study suggest that men identify less with their team when one of the project members is a woman, and that this negative influence is stronger when teams are smaller. The negative influence of gender diversity on men's team identification is, however, only present when men are less satisfied with the performance of their team. Building on black sheep effect theory, we argue that men that are less satisfied with their team are likely to try to protect their self-identity by lowering their team identification.

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Discretionary power of project managers in knowledge‐intensive firms and gender issues

Abstract: The scarcity of women among highly qualifi ed professionals in business-to-business information and communication technologies (ICT) in Europe and in North America has been noted as recently as the late 1990s (Panteli, Stack, Atkinson, & Ramsay, 1999

Cited by 23 publications

References 43 publications

Exploring the impact of cultural values on project performance

Exploring the impact of cultural values on project performance

Professionalization, risk transfer, and the effect on gender gap in project management

Gender Diversity and Team Identification

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