Women in management: towards a research agenda

Scase, Richard; Goffee, Robert

doi:10.1080/09585199000000043

Cited by 30 publications

(14 citation statements)

References 6 publications

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“…Davison and Punnett (1995) noted that gender and race have received relatively little attention in expatriate literature, despite the impact of these and other variablessuch as religion, and other distinguishing personal characteristics which frequently arise in expatriate decisions. Scase and Goffee (1990) observed that, despite our increasing knowledge of the problems and experiences which are directly related to gender and which affect women in management, many issues remain unexplored and, as yet, have not been the subject of detailed empirical research. As a result, much discussion relies on untested assumptions rather than on empirical research.…”

Section: Introductionmentioning

confidence: 99%

Work–Family Conflict and the Senior Female International Manager

Linehan

Walsh

2000

British J of Management

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INTRODUCTIONThis paper examines the conflicting demands of work and family involved in the senior female international career move. In particular, the paper highlights both the covert and overt work-family conflict barriers faced by women in their progression to senior managerial positions, in an attempt to explain the relative scarcity of female international managers. The perspective explored is that of currently employed senior female managers in a wide range of organizations, who have made at least one international career move, that is, outside their country of origin. Previous studies have established that, throughout Europe, women's advance into senior domestic management positions has been very slow, despite the increasing change in the legislative framework, including the European Union's social protocol, to enforce issues related to equal opportunity such as equal pay and sex discrimination (Davidson and Cooper, 1993;Hammond and Holton, 1991). The number of female managers pursuing international management careers, however, remains considerably lower than for women in domestic management. Harris (1995) and Adler (1993) estimate that only 3% of expatriate managers are women. There is no profile of the ideal expatriate, but the majority of managers (approximately 97%) are male, which means that the research to date has typically focused on the male international career move.A review of the international human resource management literature indicates a lack of empirically based European studies. Davison and Punnett (1995) noted that gender and race have received relatively little attention in expatriate literature, despite the impact of these and other variablessuch as religion, and other distinguishing personal characteristics which frequently arise in expatriate decisions. Scase and Goffee (1990) observed that, despite our increasing knowledge of the problems and experiences which are directly related to gender and which affect women in management, many issues remain unexplored and, as yet, have not been the subject of detailed empirical research. As a result, much discussion relies on untested assumptions rather than on empirical research. A review of international The particular focus of this paper is on the work-family conflict experienced by senior female international managers within a European context. This research is particularly relevant as existing European studies have not specifically addressed issues pertaining to the senior female international manager. For the purpose of this study 50 senior female expatriate managers were interviewed, representing a wide diversity of industry and service sectors. The study establishes that work-family conflict still prevents many female managers from progressing to senior management. The results of the study show that the senior international career move has largely been developed along a linear male model of career progression, a development which, together with gender disparity both in organizations and family responsibilities, frequently prevents women...

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Section: Introductionmentioning

confidence: 99%

Work–Family Conflict and the Senior Female International Manager

Linehan

Walsh

2000

British J of Management

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“…It is now widely recognized that women in different managerial positions in Western countries are likely to face problems and experiences which are directly related to gender (Scase and Goffee, 1990). Whereas the extent of such research is much less in the developing and newly-industrializing parts of the world, even there, results indicate that comparable problems exist with regard to women's issues in organizations (Moser, 1994;Turner and O'Connor, 1994;Amos-Wilson, 1995;Nwaka, 1995).…”

Section: Introductionmentioning

confidence: 88%

“…T he world's understanding of gender issues in management has considerably increased since the 1980s as a result of considerable research into the issue (Kanter, 1977;Hennig and Jardim, 1979;Cooper and Davidson, 1982;Marshall, 1984;Davidson and Cooper, 1987;Nicholson and West, 1988;Adler and Izraeli, 1993). It is now widely recognized that women in different managerial positions in Western countries are likely to face problems and experiences which are directly related to gender (Scase and Goffee, 1990). Whereas the extent of such research is much less in the developing and newly-industrializing parts of the world, even there, results indicate that comparable problems exist with regard to women's issues in organizations (Moser, 1994;Turner and O'Connor, 1994;Amos-Wilson, 1995;Nwaka, 1995).…”

Section: Introductionmentioning

confidence: 99%

Women’s Issues in Mauritius: Of CEO Attitudes and Platitudes

Ramgutty-Wong

2002

Gender Work & Organization

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A large sample of Chief Executives of private and public sector organizations in Mauritius were surveyed in an attempt to determine the degree of awareness and the level of supportiveness of top managers to women's issues. This article explores a range of social-psychological variables to arrive at an analysis and description of CEO attitudes and perceptions, but also poses the question of whether concrete action is being taken towards addressing women's issues in general, and women managers' issues in particular. Findings revealed that the stated degree of supportiveness is relatively high, but that actions, policies and practices are alarmingly women-insensitive, defying the current spectacularly`developed' status of the country's economy. Through such a reality, the country also distinguishes itself negatively from the numerous Third World states that have somehow developed advanced action plans in the field of gender.

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“…There is evidence, however, that male managers may be becoming less "psychologically immersed" in their work. They are, therefore, less prepared to make sacrifices which might harm their domestic lifestyles (Scase & Goffee, 1989;Forster 1992). As a result, organizations can no longer expect to supply their expanding global management requirements from male managers alone.…”

Section: Review Of the Literature On Women In International Managementmentioning

confidence: 99%

Think international manager, think male: Why are women not selected for international management assignments?

Harris¹

2002

Thunderbird Intl Bus Rev

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Executive SummaryStudies of women in international management originating primarily from North America consistently highlight the lack of women in such positions. This trend continues despite the need for growing numbers of expatriates. Explanations for this phenomenon have centered on women's personal characteristics, home/family circumstances, organizational support, and host country nationals' attitudes. This study examines the status of women in international management from a United Kingdom (UK) perspective. A key finding arising from the study is the critical influence of selection systems for international assignments where the predominant use of closed, informal selection processes for international assignments was seen to create unintended gender bias in recruitment. is Director of the Centre for Research into the Management of Expatriation (CReME). Dr. Harris has extensive experience as a HR practitioner with organizations in the security, engineering, and computing sectors.

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Women in management: towards a research agenda

Cited by 30 publications

References 6 publications

Work–Family Conflict and the Senior Female International Manager

Work–Family Conflict and the Senior Female International Manager

Women’s Issues in Mauritius: Of CEO Attitudes and Platitudes

Think international manager, think male: Why are women not selected for international management assignments?

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