Gender Research in<i>AMJ</i>: AN Overview of Five Decades of Empirical Research and Calls to Action

Joshi, Aparna; Neely, Brett H.; Emrich, Cynthia G.; Griffiths, Dorothy M.; George, Gerard

doi:10.5465/amj.2015.4011

Cited by 179 publications

(180 citation statements)

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“…A recent review of five decades of empirical research on gender in the Academy of Management Journal laments the 'stalling of gender research' in recent years (Joshi, Neely, Emrich, Griffiths, & George, 2015, p. 1469, and suggests that one way forward is to increase awareness and acknowledge gender issues in emerging markets.…”

Section: A Gender Perspective On Resilience and Employees' Well-beingmentioning

confidence: 99%

“…Our study also has implications for the emerging research agenda on 'diversity management and HRM'; it suggests a fruitful line of inquiry to bridge the research streams on gender and diversity management. By articulating the influence of gender on resilience and well-being, our results may offer an attempt to tackle the grand challenges facing gender research in today's dynamic and fast changing society (Joshi et al, 2015).…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

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Job demands–resources: a gender perspective on employee well-being and resilience in retail stores in China

Huang

Xing

Gamble

2016

The International Journal of Human Resource Management

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Organisational resilience can be promoted through human resource management practices that enhance individual employees' well-being and ability to cope with adversity. However, the extant literature tends to neglect the influence of gender on employee well-being and resilience. Shopfloor employees in retail stores often undertake demanding roles, characterised by considerable pressure and low pay, and attendant high levels of employee turnover. Drawing on the job demands-resources model, by analysing data collected from 697 employees at foreign-invested retail stores in China, this paper found that workload and employee participation in decision-making had a similar impact on the well-being of both male and female employees. However, the impact of job security and emotional demands on employees differed by gender. This paper extends the job demands-resources model by articulating the influence of gender on employee well-being. Additionally, its empirical insights, drawn from an emerging economy context, enable a contribution to the literature on employee well-being and resilience. Relevant implications for human resource management and resilience are discussed.

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Section: A Gender Perspective On Resilience and Employees' Well-beingmentioning

confidence: 99%

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

Job demands–resources: a gender perspective on employee well-being and resilience in retail stores in China

Huang

Xing

Gamble

2016

The International Journal of Human Resource Management

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“…There are still no signs of senior management teams in global organizations being gender equal or that women are equally accounted for in CEO positions (Kiaye and Singh, 2013;Kunze and Thorburn, 2014;Joshi et al, 2015). The search for global leadership talent and the need to develop internal processes to identify and develop employees to become tomorrow's leaders is a growing demand (Chambers et al, 1998;Mäkelä et al, 2010;Schuler et al, 2011;Dragoni et al, 2009;Tienari et al, 2013;Gladwell, 2002).…”

Section: Introductionmentioning

confidence: 99%

The opaque gendered lens – barriers to recruitment and career development

Scholten

Witmer

2017

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Purpose This paper aims to reveal gendered leadership constructs that hinder a competency-based view of leadership in Swedish-based global companies and the implications for leadership recruitment and development to top management positions. Design/methodology/approach The paper is based on qualitative semi-structured interviews, which have been analyzed using a gender analytic framework to identify how senior management, Human resource management and leadership trainees are discussing leadership and career development. Findings Three themes were identified as clouding the issue of gender-equal leadership practices thereby creating an opaque gendered lens of who is defined as eligible for leadership positions. The three themes were: symbols as gendered images, counting heads – preserving the existing system and illusive gender inclusion. Research limitations/implications Recruitment practices were identified as contributors to homosocial practices that perpetuate male-dominated leadership representation. However, specific recruitment practices were not fully explored. Practical implications The potential use of gender equality as a sustainable management practice for competitive organizations to recruit and develop talented people. Social implications To create resilient and gender-equal recruitment and leadership development practices. Originality/value This research offers an original perspective on gender representation at the senior management level in global companies by revealing gendered leadership constructs in the leadership recruitment and development process as antecedents to unequal gender representation in senior management positions.

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“…Therefore, the journal not only inspires research across a wide range of other journals but also reflects the highlevel and theoretical conversations that are being held in those journals (Joshi et al, 2015). EBSCO hosts 3,456 articles published in AMJ between 1963 and 2015.…”

Section: 'Resources' In Amjmentioning

confidence: 99%