There is growing concern regarding the lack of women in senior positions in science and technology (ST) in United Kingdom (UK) universities. Previous research has enhanced our understanding of the challenges women in academia face to progress their careers. In contrast, relatively little is known as to why so few women reach leadership positions in ST. This article reports on research to examine women's experiences regarding the perceived barriers to leadership in ST faculties in UK universities. Using in-depth interviews the authors explore personal narratives to highlight the perceived barriers to career advancement. Findings report on the gendered nature of ST faculties and how women struggle to navigate their careers. The investigation illustrates the effect of organisational influences such as temporary work arrangements, male-dominated networks, intimidation and harassment, as well as individual influences such as lack of confidence.
Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. into non-work areas, such as supporting partner relocation or helping to find accommodation.Self-initiated expatriation 3Self-initiated expatriation: Consequences for HRM
Purpose-The purpose of this paper is to provide insight into how female entrepreneurs develop and communicate an authentic personal brand. We examine the entrepreneurial marketing (EM) activities undertaken by female entrepreneurs and identify the Impression Management (IM) behaviours and tactics employed. We explore the risks associated with self-promotion to gain a better understanding of how female entrepreneurs market themselves and their businesses. Design/methodology/approach-The study adopts an interpretative phenomenological approach (IPA). Using semi-structured interviews, we explore the experiences of female entrepreneurs as they engage in IM behaviours. The sample is drawn from female entrepreneurs who have small-scale businesses which span a range of specialist service sectors. All participants are engaging in personal branding activities. Participants were recruited via a gatekeeper and invited to take part in the study. Data from eleven female business owners was collected and analysed using IPA. Interview transcripts and field notes were analysed for broad patterns and then initial codes developed which allowed for themes to emerge, with a number of core themes being identified. These core themes are presented, together with verbatim quotes from participants to provide a rich insight into the marketing activities of these female entrepreneurs. Findings-The findings reveal the complex challenges faced by female entrepreneurs as they engage in self-promotion and IM to market their business. Four key themes emerge from the data to explain how female entrepreneurs engage in managing their brand both online and offline: experimental; risk; authenticity and supplication. The study identifies in particular that female entrepreneurs use the tactic of supplication in combination with self-promotion to communicate their brand. Additionally, it was found that female entrepreneurs share their personal fears and weaknesses in an attempt to be seen as authentic and manage the risk associated with self-promotion. Originality/value-We contribute to the EM literature by extending our understanding of the risks associated with self-promotion for female entrepreneurs. The study also contributes to the IM literature by providing a better understanding of IM beyond organisations and applied to an entrepreneurial domain. The study highlights a number of important implications for entrepreneurial practice and policy.
This paper provides a study of HRM practices for a new category of expatriates -"Yopatriates"who we note as young, highly qualified and mobile, Generation Y (Gen Y) knowledge workers. In contrast to traditional expatriates, Yopatriates typify non-traditional forms of expatriation wherein they seek short-term international assignments to suit their individual (internal, rather than organisational or external) career orientations of learning and travel. We study this group using a case study analysis of a large Indian Multi National Corporation (MNC) delivering global information technology (IT) and business process offshoring (BPO) services. Our study presents the HRM practices adopted to manage both expatriates as well as Yopatriates at the case organisation being studied within an India setting. We further evaluate the extent to which internal HR practices of Yopatriates were characterised, by a desire to emulate or adopt what were regarded as global 'HR best practices'. Our distinctive contribution lies in extending the literature by developing a distinctive theoretical category of nontraditional expatriates that (1) highlights a need for a different set of HRM practices; and (2) extends the theory of cultural adjustment in the context of Yopatriates. Evidence suggests that these practices were complementary and at the same time contradictory to 'indigenous' localised practices during the period of research and complied with two of the four arguments we make in our model.
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