Women’s career advancement: review of literature and future research agenda

Abstract

Purpose Despite the significance of a gender-diverse workforce, there is a lack of comprehensive review of gender diversity and women's career advancement literature. Moreover, past literature focuses on women-on-board and other subsets based on outcomes like firm financial and non-financial performance, corporate social performance and board interlocks. The purpose of this study is to examine the research on gender diversity and women's career advancement through an analysis of 143 articles published during past decade. Theoretical frameworks, contexts and constructs-based contribution to scholarship were reviewed. The authors attempt to highlight key theories, constructs and contexts and provide direction for future research. Design/methodology/approach A comprehensive systematic literature review of 143 articles spanning January 2008–March 2023 about gender diversity and women’s career advancement was conducted. Findings Majority of the past studies have focused on women on board and top management team, and most of them have been conducted in the context of the USA and China. There is no specific industry which has been covered extensively. Resource dependency, resource-based views and agency theories are the primary theoretical frameworks used in the past studies. Furthermore, these findings suggest the scope to further focus on women’s retention and career growth initiatives, especially at levels other than top levels, for a stronger leadership pipeline. Originality/value This study has been conducted with a focused analysis of the context, constructs and theoretical frameworks, enabling future researchers to decide how and where to focus, to now strengthen retention of women.

Gender as a Moderator of the Double Bias of Mistakes – Knowledge Culture and Knowledge Sharing Effects

“…Discussing this particular finding in the broader context of previous studies, it can be assumed that this is probably a stronger effect for specialists that male managers manage mostly by control that is doubly focused on mistake avoidance. The focus on mistake avoidance probably affects women more than men because female specialists are usually less confident than men at work (Das and Jha, 2023;Guillen et al, 2018). It is because they probably feel the pressure to expose the extraordinary 'perfection' to receive the same treatment at work as men have.…”