Gender and Management: New Directions in Research and Continuing Patterns in Practice

Broadbridge, Adelina; Hearn, Jeff

doi:10.1111/j.1467-8551.2008.00570.x

Cited by 160 publications

(145 citation statements)

References 60 publications

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“…Furthermore, organizations are located in societies, with particular cultural values, ideologies, societal and structural practices and stereotypes regarding appropriate roles and behaviors for men and women, which affect the processes in organizations (Fagenson 1990). Previous research (Broadbridge and Hearn 2008;Heilman 2001;Heilman et al 1993;Ragins and Sundstrom 1989;Willemsen 2002) has demonstrated that, while management in organizations is represented as gender neutral, it often involves practices that are consistent with characteristics traditionally valued in men, stereotyping and a preference for men. Although explicit gender discrimination has been outlawed for many years, some of those studies have demonstrated that subtle discrimination still exists.…”

Section: Cultural Perspective and Related Policiesmentioning

confidence: 99%

Gender diversity policies in universities: a multi-perspective framework of policy measures

2009

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Are policies to increase women's share among university professors effective? The importance of gender equality on the labor market has been well established, but our understanding of what kind of policy is effective to increase the share of women is still unclear. Three sets of factors explain women's low shares at higher job levels, notably individual, cultural, and structural or institutional perspectives, and policies to increase the proportion of women therefore should address these factors. This paper aims to investigate if they do so and if they are effective. We investigated the efficacy of gender equality policy measures in all 14 universities in the Netherlands, implemented between 2000 and 2007. Based on documents and interviews, 19 measures were identified that could be classified according to the three perspectives. The university with the most measures applied four times more measures than the one with the least measures. The more measures a university applied in the cultural perspective, the more likely it also applied measures in the other two perspectives. Whereas the HR managers and policy makers at universities reported skepticism and lack of evaluations, our study reveals a positive relationship between policy measures and the reduction of the glass ceiling and between policies in the cultural perspective and the increase of the proportion of women among professors.

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Section: Cultural Perspective and Related Policiesmentioning

confidence: 99%

Gender diversity policies in universities: a multi-perspective framework of policy measures

2009

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“…Among all the changes in organizations most recently there is a special attention on the moves from the nationally based, single organizations to transnational, postbureaucratic multi-organizations with looser structures, dynamic networks and project organization (Broadbridge and Hearn 2008;Kvande, 2009). The high performance organizations in globalized working life are increasing their expectations towards employees regarding time, energy and commitment (Lewis et al, 2007).…”

Section: Manager Men In Organizationsmentioning

confidence: 99%

Behaviour-based Work-Family Conflict among Hungarian Manager Fathers

Geszler¹

2016

Intersections

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The paper focuses on a special type of conflict that emerges from the contradictory demands of work and family life, assuming that the gap between the ideal manager and the involved father might serve as significant conflict source in men's life. In order to test the assumption an interview-based case study was made at the Hungarian subsidiary of a Scandinavian multinational service sector company, where 43 faceto-face semi-structured interviews were conducted with manager fathers. The interviews were analysed with the use of NVivo10 on the principle of qualitative content analysis. According to the findings behaviour-based work-family conflict is not the major source of conflict between work and family responsibilities, rather the contrary, managerial and father roles often enhance each other. In those cases when manager fathers have experienced conflict it appeared in two forms: as a double pressure that fathers are expected to be both traditional breadwinners and available involved fathers and as the difficulty to switch from managerial role into father role. The low level of behaviour-based conflict can be explained by the traditional division of labour and gender attitude in Hungary that conforms to the workplace's expectations about ideal employees.

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“…men) define an exclusionary and gendered culture, marginalize the minority (i.e. women) and facilitate gendered practices such as giving preference to other men and using masculine models, stereotypes and symbols in management (Broadbridge and Hearn, 2008) thus preserving the status quo. This culture is often framed by senior male managers (Liff, Worrall and Cooper, 1997) who are highly influential in determining women's success.…”

Section: Gendered Organizational Culturesmentioning

confidence: 99%

“…Moreover, work on gender in management still tends to be located in certain fields such as human resource management, organizational behaviour and leadership and has been largely neglected in marketing, finance and production (Broadbridge and Hearn, 2008). More pressingly, gender research must contend with current conceptualizations of gender as a problem that has been 'solved'; with a workforce characterized by Generation Y's orientation to the glass ceiling as a 'thing of the past' (Generation Y commonly refers to those born between 1977 and 2000); with media representations of women's advantage and of the 'future as female'; and with dominant discourses of diversity that position women's voices as just one of many others that should be heard.…”

Section: Introductionmentioning

confidence: 99%

25 Years On: Reflecting on the Past and Looking to the Future in Gender and Management Research

Broadbridge¹,

Simpson²

2011

British J of Management

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185

234

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This paper celebrates the progress that has been made in gender and management research over the last 25 years and outlines some current challenges faced. The British Journal of Management has disseminated many of the key debates, from empirical and theoretical work, that have helped to both frame and reflect developments in the fieldand this paper charts some of this diverse terrain. Challenges include current conceptualizations that gender issues have been 'solved' with a tendency towards 'gender denial' in understandings of work based disadvantage. Future areas of research are identified including the need to continue to monitor and publicize gender difference; to clarify and conceptualize emerging gendered hierarchies and new forms of gendered power; and to reveal hidden, gendered practices and processes currently concealed within norms, customs and values.

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Gender and Management: New Directions in Research and Continuing Patterns in Practice

Cited by 160 publications

References 60 publications

Gender diversity policies in universities: a multi-perspective framework of policy measures

Gender diversity policies in universities: a multi-perspective framework of policy measures

Behaviour-based Work-Family Conflict among Hungarian Manager Fathers

25 Years On: Reflecting on the Past and Looking to the Future in Gender and Management Research

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