Documents women managers 84 results

"The purpose of this paper is to examine the experiences of females combining global careers, in particular, frequent international business travel and a dual-career family. With the increasing popularity of alternate forms of expatriation, females have the opportunity to follow a global career while being in a dual-career partnership and having children. Previous research has suggested that alternatives to long-term expatriation, such as international business travel, are considered more family friendly. Integrating family and international business travel, however, still poses many challenges to women. This paper examines the ways in which they handle this challenging situation according to social capital theory. It presents initial exploratory insights stemming from interview data including 25 female international business travelers living in dual-career families from four Western and non-Western countries on four different continents. These interviews, which were analyzed using template analysis, show common ways and similar experiences and understanding of integrating family and career life as female non-traditional expatriates across cultures. Differences remain, however, because of conditions in the local environment. "

"Portées par la diffusion d'une « grammaire paritaire », des politiques d'égalité professionnelle se sont récemment développées dans la fonction publique. À partir d'une enquête dans des services de Bercy, cet article met en évidence les opportunités sélectives de promotion offertes par le tournant élitiste de ces politiques : une petite minorité de femmes, homogènes socialement, souvent énarques, peut réussir à percer le plafond de verre, à condition de faire leurs preuves de leur dévouement à l'administration, au management public et d'accepter des postes chronophages ; dans le même temps, les réformes de l'État et la compétition renforcée pour les postes fragilisent les possibilités d'ascension professionnelle de femmes cadres dans les services déconcentrés, non énarques et issues de milieux sociaux moins favorisés."

"Women remain under-represented in top leadership positions in work organizations, a reality that reflects a variety of barriers that create a glass ceiling effect. However, some women do attain top leadership positions, leading scholars to probe under what conditions women are promoted despite seemingly intractable and well-documented barriers. Previous scholarship tends to posit individual-level explanations, suggesting either that women who attain top leadership positions are exceptional or that potential women leaders lack key qualities, such as assertiveness. Much less scholarship has explored institutional-level mechanisms that may increase women's ascension to top positions. This analysis seeks to fill this gap by testing three institutional-level theories that may shape women's access to and tenure in top positions: the glass cliff, decision-maker diversity, and the saviour effect. To test these theories we rely on a dataset that includes all CEO transitions in Fortune 500 companies over a 20-year period. Contrary to the predictions of the glass cliff, we find that diversity among decision makers — not firm performance — significantly increases women's likelihood of being promoted to top leadership positions. We also find, contrary to the predictions of the saviour effect, that diversity among decision makers increases women leaders' tenure as CEOs regardless of firm performance. By identifying contextual factors that increase women's mobility, the paper makes an important contribution to the processes that shape and reproduce gender inequality in work organizations."

"The integration of the HR director into the strategic planning process is important if the HR function is to play a strategic role. A considerable number of women hold HR director positions with varying strategic integration across countries. This article deals with the impact of societal factors on the strategic integration of female HR directors. It analyses the consequences of social policy practices facilitating women's participation in work for the strategic integration of female HR directors and additional effects resulting from the interplay between these practices and gender-egalitarian attitudes at the societal level. A study of 984 companies with female HR directors in 16 countries shows that while enabling social policy practices are positively associated with strategic integration of female HR directors, related gender-egalitarian attitudes do not have a supporting effect. "