2018
DOI: 10.1177/0312896218805809
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Effectiveness of gender equality initiatives in project-based organizations in Australia

Abstract: Little is known about the impact of workplace gender equality initiatives in improving women’s representation. We assess their effectiveness on levels of women’s representation in Australian property and mining organizations. Derived from signaling theory, we propose and test a positive relationship between gender equality initiatives and women’s representation at management and non-management levels. Derived from contingency theory, we propose and test the moderating effect of women in top management teams on… Show more

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Cited by 23 publications
(11 citation statements)
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References 62 publications
(148 reference statements)
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“…organizational records of turnover data, absenteeism, performance reviews, return on investment). This technique was used by Baker et al (2018) in their study of gender equality initiatives. In that study, Baker et al (2018) assessed women’s representation in managerial groups by calculating the number of women in management as a percentage of the total number of employees.…”
Section: What Can Researchers Do About Cmb?mentioning
confidence: 99%
See 1 more Smart Citation
“…organizational records of turnover data, absenteeism, performance reviews, return on investment). This technique was used by Baker et al (2018) in their study of gender equality initiatives. In that study, Baker et al (2018) assessed women’s representation in managerial groups by calculating the number of women in management as a percentage of the total number of employees.…”
Section: What Can Researchers Do About Cmb?mentioning
confidence: 99%
“…This technique was used by Baker et al (2018) in their study of gender equality initiatives. In that study, Baker et al (2018) assessed women’s representation in managerial groups by calculating the number of women in management as a percentage of the total number of employees. These strategies are intended to diminish the effects of social desirability and acquiescence tendencies and dispositional mood states described above.…”
Section: What Can Researchers Do About Cmb?mentioning
confidence: 99%
“…Similarly, the WGEA requires organizations with 100-plus employees to have a policy or strategy targeting one or more of the following: gender composition, flexible working arrangements, equal remuneration or sex-based harassment and discrimination (WGEA, 2019). Flexible working arrangements, equal remuneration and sex-based harassment and discrimination can improve the representation of women (Baker et al, 2018;Liu et al, 2020). However, the question remains: Does women's representation (one of the WGEA's four mandated areas) at one organizational level generate more women at a lower level (known as the top-down effect) and a higher level (known as the bottom-up effect)?…”
Section: Introductionmentioning
confidence: 99%
“…Given the limitations of the pipeline approach, scholars have examined employer characteristics for their potential to move more women into management and senior leadership. While empirical studies link gender‐focused HRM policies and practices to improvements in women's representation (e.g., Ali, 2016; Baker, Ali, & French, 2018; Kalev, Kelly, & Dobbin, 2006; Konrad & Linnehan, 1995), relatively little is known about how changing the gender composition of the organization can enhance women's representation at lower levels (trickle‐down effects) and higher levels (bottom‐up effects), and which contextual elements strengthen or weaken these effects. In this research, we follow the recommendations of Bilimoria, Joy, and Liang (2008) to increase knowledge of both trickle‐down and bottom‐up effects of women's representation.…”
Section: Introductionmentioning
confidence: 99%