How Focused are the World’s Top-Rated Business Schools on Educating Women for Global Management?

Ibeh, Kevin; Carter, Sara; Poff, Deborah C.; Hamill, Jim

doi:10.1007/s10551-007-9653-4

Cited by 30 publications

(24 citation statements)

References 15 publications

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“…The data presented below do not differentiate between junior and senior faculty, but discrepancies between male and female faculty are even more pronounced in senior management posts in the respective institutions. The gender distribution within business education concerning students (with far fewer women in MBA programmes and virtually no programmes aimed at developing female leaders) is also particularly evident for a majority of the highest ranked schools (Ibeh, Carter, Poff & Hamill, 2008). In UK universities, men outnumber women by a margin of four to one in senior academic positions, while women are over-represented in lower teaching grades and temporary research posts (Acker & Dillabough, 2007;Bagilhole, 2002;Morley, 1999).…”

Section: Introductionmentioning

confidence: 99%

No Woman is Like a Man (in Academia): The Masculine Symbolic Order and the Unwanted Female Body

Fotaki

2013

Organization Studies

225

294

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Women continue to be under-represented in senior positions in universities and their relative absence from the top jobs in management and business schools remains a cause for concern. The aim of this study is to extend understanding of this situation by drawing on the feminist psychoanalytical post-structuralist theories of Luce Irigaray and Julia Kristeva. The theoretical frame proposed engages with debates over language, discourse and the body and allows development of a theory of the disembodied symbolic order explaining women's continued marginalization and devaluation in academe. This is achieved through analysis of empirical findings of the experiences of women faculty in nine management and business schools in England. The study demonstrates how male norms and woman's absence from symbolic representations disables their participation in equivalent terms in the institutions studied, and how women often both collude with and resist their own marginalization in academia.

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Section: Introductionmentioning

confidence: 99%

No Woman is Like a Man (in Academia): The Masculine Symbolic Order and the Unwanted Female Body

Fotaki

2013

Organization Studies

225

294

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“…Simpson assumes that groups are male-dominated -as they in fact usually are. However, when the group is targeted at women, as was the case in this study and is often the case nowadays in many business schools around the world (Ibeh et al, 2008), we think that the combination of "masculinity" and "femininity" might be worth taking into consideration. We suggest that in all-women MBA groups the design and implementation of the programme can rely more on a "feminine" way of doing things while the subject content can draw more upon "hard" business and management knowledge.…”

Section: Effect Of Women's Mba Programmementioning

confidence: 86%

“…However, here too there BJM 9,2 is in practice a tendency for the majority of participants to be men. Prior research confirms that the proportion of women in MBAs is smaller than that of men (Sturges et al, 2003;Simpson, 2006;Ibeh et al, 2008;Kelan and Dunkley Jones, 2010). Nowadays an increasing number of top business schools in the world report programmes targeted at women.…”

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confidence: 94%

“…First, consequent upon the observed positive association between appropriately educated women and their presence in management (Baruch and Peiperl, 2000;Ibeh et al, 2008), this study aims to fill the research gap about the value of an MBA to its participants by investigating how women managers experience the effect of an MBA on the development of their management competencies. We apply the management competencies model developed by Viitala (2006) to study the topic.…”

mentioning

confidence: 99%

“…Nowadays an increasing number of top business schools in the world report programmes targeted at women. According to Ibeh et al (2008), of the 100 top business schools, 10 per cent have a specialist centre for developing female business leaders, and a third offer women-focused programmes. Second, given the limited research into the MBA from a gender perspective (Simpson, 2006;Kelan and Dunkley Jones, 2010), we aim to increase knowledge about the development of management competencies in the fMBA by including a gender viewpoint in our study of the topic.…”

mentioning

confidence: 99%

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The effect of an MBA on the development of women's management competencies

Lämsä

Savela

2014

Baltic Journal of Management

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Purpose – This article aims to report the findings of a study of the effect of a women's Master of Business Administration (MBA) programme in Finland called the femaleMBA on the development of women's management competencies. The gendered nature of the competency development was also analyzed. Design/methodology/approach – A qualitative interview study was conducted with 20 women who completed the programme. Content analysis was used to analyze the data. Findings – In addition to improving the women's business competencies and their mastery of management language, the programme contributed to the creation of a clearer managerial identity, greater assertiveness, and increased credibility in a managerial role. The development of management competencies was shown to be gendered in varying ways. An all-women learning environment was experienced as a safe and supportive social context for development. Research limitations/implications – Only a specifically women's MBA was studied. The topic should also be studied in a mixed MBA group. Practical implications – MBAs should pay systematic attention to the informal and social learning context. A combination of “masculinity” and “femininity” might be worth taking into consideration when all-women management development programmes are planned and conducted. This study suggests that an all-women group in an MBA has the potential to challenge and even transform participants' ideas and assumptions about the dominance of masculinity in management and to increase their understanding of the importance of femininity in management. Originality/value – A gender angle on research into management development and particularly MBAs is very rare. This study shed light on the topic by showing that competency development in MBAs is not, as is often assumed, gender neutral but gendered.

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Institutional ownership and women representation on boards in three different institutional settings

Hamdan,

Barone

et al. 2024

Bus Strat Dev

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This study aims to investigate the moderating effect of country level institutional variables on the relationship between institutional ownership and board gender diversity. Using firm and country level data of three different cultural environments (Gulf Cooperation Council countries, UK, and France) for the years 2018–2019, this study concludes that institutional elements related to women (Women Tertiary education levels; legal support, Economic Participation and culture) create isomorphic pressure on firms that enhance the role of institutional owners in increasing women representation on board of directors. Other governance elements, such as ownership concentration, board independence and board size may indicate governance levels better than board gender diversity in certain institutional environments. The study recommended that board gender diversity should not be a priority for investors and portfolio managers in financial markets where reduced female labor market participation exists. Moreover, quotas may be a good tool for enhancing female representation among boards in contexts that have reduced female labor market participation and high levels of tertiary education attainment to maintain corporate sustainability.

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How Focused are the World’s Top-Rated Business Schools on Educating Women for Global Management?

Cited by 30 publications

References 15 publications

No Woman is Like a Man (in Academia): The Masculine Symbolic Order and the Unwanted Female Body

No Woman is Like a Man (in Academia): The Masculine Symbolic Order and the Unwanted Female Body

The effect of an MBA on the development of women's management competencies

Institutional ownership and women representation on boards in three different institutional settings

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