Female underrepresentation in project-based organizations exposes organizational isomorphism

Abstract

Purpose The purpose of this paper is to investigate the structural career barriers in project-based construction and property development organizations in Australia, and explore how these affect women and their project careers. It applies the insights of the institutional theory to explain how the process of normative isomorphism continues to reproduce female underrepresentation in those organizations. Design/methodology/approach Based on an exploratory interpretive approach, this study consisted of 16 in-depth interviews with female project managers from the Australian construction and property industry. Findings The research shows that organizational practices may contribute to the ongoing female underrepresentation in the Australian construction and property development industries. The structural career barriers unique to project organizations include work practice, presenteeism, reliance on career self-management and the “filtering of personnel” in recruitment and promotion practices. Research limitations/implications The results support the institutional theory as an explanation for the factors that influence women’s’ perceptions of their project management careers. Addressing inequity between men and women is perceived as an organizational choice. Practical implications To achieve a substantive change in the numbers of women in project management, organizational leaders in male dominated industries such as construction and property development are encouraged to think strategically about how to overcome the access and opportunity that affect women’s career progress. Originality/value Drawing on the institutional theory, this study explores how the process of normative isomorphism may reproduce female underrepresentation and gender segregation in traditional project-based organizations.

Analysing Gender Issues in the Australian Construction Industry through the Lens of Empowerment

“…The literature also discusses of a prolific lack of organisations' support for training and career progression [8,18,48,52]. 81% of participants in Baker and French's [55] research state that organisations expect individuals to take responsibility for their career development. While this is a fact for both men and women, the impact on women seems more significant.…”

“…To many women in construction, there is a sense of being in the boys' club, as selection and career progression are based on relationships and professional networks [8,16,18,53]. Formal and informal networks and sponsorships to career progression is enabling for men, who are aware and "routinely negotiate their power networks" for opportunities [8] (p. 22), while women cannot gain the same benefit from these networks, 60% of participants in Baker and French's [55] research felt excluded from what Galea et al refer to as "power networks" [8], or informal referral systems [16]. Other studies highlight the same problem [18], leading to the conclusion that although instrumental networks are significant to career advancement, they are of limited impact to women [7].…”

“…Of the three factors under the dimension of relational power over, there is a consensus that leadership is fundamental in triggering changes to gendered power dynamics in construction: "if a change in culture is to continue to evolve to ensure equality for all women, senior management and leadership in all organisations within the industry must be proactive and accountable in demonstrating and guiding what is acceptable" [18] (p. 102). Other studies also point to the fundamental role of leadership [7,47,51,55]. They hold that leaders are not defined by the ones on the top, but those who are proactive in making changes [56].…”

“…Workplace practice of long hours, presenteeism, and indeed devotion to the work is a significant issue in the industry [55]. Most of the participants in Bryce et al [54] study reported working overtime, mostly 55-65 hours per week.…”

Liberal gender equality and social difference: an institutional ethnography

“…These arenas include the competitive struggles for status, power and differential economic benefits among people and functions, horizontally and vertically, in organizations and in transnational business environments (Acker, 1990;Britton, 2000;Chalmers, 2001;Poster, 2001Poster, , 2008Poster and Prasad, 2005). Masculine work practices, inflexible work routines, availability to work at all times, and totalizing accountability contribute to women's underrepresentation in project-based organizations (Baker and French, 2018). The gender equality projects are often situated within the existing paradigms and practices of managerialism, and their concerns with measurable goals and…”