Gender-segregated labour spaces and social capital – does context matter?

Abstract

Purpose This research aims to explore the role of social capital and specifically networks in role, and career development for women within two very distinct gender-segregated contexts of the labour market, namely, investment management and human resource management (HRM). Design/methodology/approach This research is qualitative in nature, underpinned by an interpretivist philosophical stance. Thematic analysis is used to analyse the findings from 32 in-depth interviews with HR and investment management managers. Findings The findings advance our understanding of social capital and its development as a social process, which differs according to labour market contexts. The results indicate divergence among participants regarding how they access networks as well as the perceived role and benefits of networking and social capital accumulation in their career and personal development. Practical implications For human resource development (HRD) practitioners, there are implications in relation to the need to tailor development and support structures cognisant of the occupational context. Specifically, the findings of this study indicate the acute need to support network access for those “outsider” women in male-dominated spaces. A need to enhance awareness of the benefits of networks to both organisations and employees across the labour market is warranted. For organisations, networks underlie social capital accumulation, which in turn increases efficiency and generates business solutions. For the employee, networks are an important self-development and career advancement tool. Such connections need to be supported and developed. Within patriarchal spaces particularly, HRD professionals need to provide support to women in extending their networks both within and outside the organisation. Originality/value This research makes an essential contribution to the literature by examining the influence of context in the development of social capital within two polarized labour market locations. The findings highlight the difficulties women face when developing social capital in investment management in contrast to the relative ease, which HRM professionals experience. Such findings also bring to light the essential role of HRD professionals as advocates for change in such contexts.

The F Word: The Role of Women’s Friendships in Navigating the Gendered Workplace of Academia

“…In addition, signaling that academics should be wary of sharing ideas and collaborating inhibits social capital development that is integral to navigating the work environment and which is an asset for a healthy workplace (Timberlake, 2005). Sheerin and Hughes (2018) urged for an understanding of how to support women in building social capital, and Wang (2009) called for an examination of "organizational structure, demography, workflows and processes, organizational policies, and work that assignments that may constrain women's networking" (p. 38). To this, we would add the need to investigate how these workplace features encourage or limit women's friendship development.…”

Normative collusion in the industry ecosystem: Explaining women’s career pathways and outcomes in investment management

“…Industry-wide expectations generally downplayed these organizational and institutional arrangements, making it very difficult for most women to sustain investment management careers after becoming mothers. Although prior studies of women in investment management have examined the isolated challenges faced by women in this industry, such as exclusion from informal networks (Ogden et al, 2006; Sheerin and Hughes, 2018; Turco, 2010) and gender discrimination (Gompers et al, 2014), they do not interrogate the environmental or contextual conditions that produce these barriers. Our study offers a multi-layered analysis of how normative collusion in the industry ecosystem affects individual career choices within investment management, overriding organizational policy and institutional regulation.…”

“…Studies of women working in the investment management industry also identify various individual-level challenges. For example, women experience great difficulty gaining access to the informal networks within investment management that are necessary to build the social capital required to succeed and progress within investment management careers (Ogden et al, 2006; Sheerin and Hughes, 2018; Turco, 2010). Women also struggle to access flexible working arrangements and part-time career pathways, even in organizations that are deemed to adopt ‘best practice’ work–family policies (Basch and Zehner, 2009).…”

Mentoring Initiatives as Talent Management Innovations

“…Mentoring can be informal, formal or semiformal, and many studies have sought to understand how naturally occurring, or informal mentoring, may cultivate different outcomes for mentors, mentees and communities (Mullen, 2017;Clutterbuck, 2008). For example, informal mentoring in professions has at times led to the exclusion of opportunities and support to women and other minority groups where leaders tend to affiliate with mentees in their own image (Sheerin & Hughes, 2018). Other studies have compared the efficacy of informal mentoring relationships to those originated through formal mentoring programmes and cited issues with engaging partners to achieve the same outcomes as naturally occurring mentoring partnerships (Holt, Markova, Dhaenens, Marler, & Heilmann, 2016).…”

“…Such bridging also avoids groupthink and inauspicious actions and is linked with greater innovation and entrepreneurship (Spillane, Hopkins, & Sweet, 2015). As such, the social capital created through mentoring relationships can challenge barriers to accessing key networks (Sheerin & Hughes, 2018) for specific groups within the labour market and have multifaceted benefits for mentees, mentors, and organisational outcomes. This overview of the theoretical framework of social capital highlights how mentoring at the interpersonal level but also at the organisational and community or social level generates valuable social resources.…”