Gender and National Identity Constructions in the Cross‐Border Merger Context

Abstract

In this article we explore ways in which vertical gender inequality is accomplished in discourse in the context of a recent chain of cross-border mergers and acquisitions that resulted in the formation of a multinational Nordic company. We analyse social interactions of 'doing' gender in interviews with male senior executives from Denmark, Finland and Sweden. We argue that their explanations for the absence of women in the top echelons of the company serve to distance vertical gender inequality. The main contribution of the article is an analysis of how national identities are discursively (re)constructed in such distancing. New insights are offered to studying gender in multinationals with a cross-cultural team of researchers. Our study sheds light on how gender intersects with nationality in shaping the multinational organization and the identities of male executives in globalizing business.

How do male managers narrate their female spouse ' s role in their career?

“…Contemporary work and family arrangements have created paradoxes, contradictions and cross-cutting pressures; for instance, being a devoted spouse, parent and an ideal manager. These concepts also change with time and reflect the current social order (see also Thomas & Linstead, 2002;Tienari, Søderberg, Holgersson, & Vaara, 2005). Therefore the roots of these individual dilemmas become understood only when they are placed in an institutional context.…”

Narratives by women managers about spousal support for their careers

“…) The modern Finnish woman is typically depicted as having multiple roles (Marakowitz, 1996), as a wife, mother, provider, political participant and opinion leader, all typical features of the superwoman who can heroically cope with all spheres of life (Gordon & Whelan-Berry 2004). However, although they are always characterized as strong rather than weak, powerless and fragile (Katila & Eriksson, 2011;Markkola, 2002;Tienari et al, 2005;Lämsä & Tiensuu, 2002), well-educated Finnish women continually encounter a glass ceiling and are not able to reach the top (Lehto, 2009;Finland Central Chamber of Commerce, 2011).…”

Cultural divergence in merging family businesses

“…Angwin and Vaara (2005) argue for a need in research to move from the prevailing cultural perspective, being the dominant paradigm in studies of M&A integration, towards new concepts and angles. Examples of alternative studies of integration is to take a sensemaking perspective (Jisun, Engleman, & Van de Ven, 2005;Vaara, 2003;Vaara, Tienari, & Björkman, 2003), studies of identity (Kleppestø, 1993;Vaara, Tienari, & Säntti, 2003), gender (Tienari, Søderberg, Holgersson, & Vaara, 2005), ambiguity (Risberg, 1999) and to include language, narratives and discursive perspectives (Gertsen & Søderberg, 2000;Vaara & Tienari, 2002). Thus, there has been an expressed need for cultural studies of various kinds and the use of qualitative methods to understand processes in merging organizations.…”