Challenges women face interacting with people internationally; establishing authority as a leader when interacting with people from cultures who have a strong gender bias.
Ganguli, I., Hausmann, R., & Viarengo, M. (2021). Gender Differences in Professional Career Dynamics: New Evidence from a Global Law Firm. Economica, 88(349), 105–128. https://doi-org.ezproxy.library.wwu.edu/10.1111/ecca.12342
In this article, they examine gender gaps and how these gaps have changed over time using a representative of multinational law firms that operate in 23 different countries. These gender gaps seem to persist despite new policies like gender-neutralizing childcare and affirmative action. By looking at extensive data, they are able to examine “what stage in the career trajectory do gender gaps emerge and why?” (Ganguli, Hausmann, Viarengo, 2021) When looking at differences in the promotion, exit, rating, and wage gaps across countries, their findings suggest that gender gaps increase with seniority. Women are less likely to be promoted to senior positions within firms. Cross-cultural differences show that these gaps can be attributed to different cultural beliefs of women in society.
Henehan, M. T., & Sarkees, M. R. (2009). Open doors and closed ceilings: Gender-based patterns and attitudes in the International Studies Association. International Studies Perspectives, 10(4), 428-446. Open Doors and Closed Ceilings: Gender-Based Patterns and Attitudes in the …: EBSCOhost (wwu.edu)
This source compares survey results and key findings from a study conducted in 1995 to the same survey results in 2006 to demonstrate the change in women’s status in international business positions. The article explains important vocabulary such as “leaky pipe” and “glass ceiling” which help explain trends in gender inequality. The women’s responses showed that there was much frustration and tension because of gender discrimination, and they were disappointed that little progress had been made in past years. The study also included men’s perspectives and illuminated their concern that the focus on advancing women has caused them to become disadvantaged. This article provides evidence of gender inequality in international business. We will be able to use many of the statistics provided by this study to enhance our argument. It also provided some concerns of affirmative action for women which are important to address early on in our project.
Bullough, A., Moore, F., & Kalafatoglu, T. (2017). Research on women in international business and management: then, now, and next. Cross Cultural & Strategic Management. https://www.emerald.com/insight/content/doi/10.1108/CCSM-02-2017-0011/full/pdf?title=research-on-women-in-international-business-and-management-then-now-and-next
In this article, the authors are women from different universities in different countries. These researchers reviewed scholarly articles to make connections by using cross-cultural research to find out how women, among other minorities such as trans and lesbian women, have been treated in the past and have lacked leadership. The problem was never that there was a lack of women who wanted to pursue leadership positions. The issue is generations of prejudice against women and their ability to lead. With this information highlighted, the authors then introduced solutions on how to create a new environment where women are not held back and are able to contribute to leadership on a global scale, without the obstacles and bigotry that are not experienced by their male peers.
Derks, B., Van Laar, C., & Ellemers, N. (2016). The queen bee phenomenon: Why women leaders distance themselves from junior women. Leadership Quarterly, 27(3), 456–469. https://doi-org.ezproxy.library.wwu.edu/10.1016/j.leaqua.2015.12.00
In this article the author’s discussion of the queen bee phenomenon, wherein female executives integrate into male-dominated businesses by isolating themselves from younger female employees and justifying gender discrimination in their organization. Moreover, this article shows that women are at a disadvantage when it comes to achieving positions of leadership. Also, shows that women who realized personal achievement in male-dominated businesses saw selection approaches as genuine, even when there were obvious indicators of gender prejudice. Although, this article goes in-depth in the analysis of queen bee behavior is certainly a reaction towards the prejudice and threats to social identity which women may face in male-dominated organizations. Additionally, they suggest that perhaps the tactics employed by women to counteract negative team prejudices and increase their professional performance are not exclusive to women. This article connects our concepts of workplace discrimination, glass borders, and gender inequality within organizations.
RYAN, M. K., & HASLAM, S. A. (2007). The Glass Cliff: Exploring the Dynamics Surrounding the Appointment of Women to Precarious Leadership Positions. Academy of Management Review, 32(2), 549–572. https://doi-org.ezproxy.library.wwu.edu/10.5465/AMR.2007.24351856
The authors start this article by describing how women are slowly climbing into leadership positions however it is not an easy process, and they are still widely underrepresented. They present theories about how women are only seen as suitable leaders for “feminine” jobs and organizations that are declining, putting them in a crisis. After doing the research on these theories they conduct many experimental studies to support the idea of women having to face the glass cliff once they break through the glass ceiling. The glass cliff explains that women have a higher risk than men when put in a position of power. It is set forth that women are deemed inferior to men despite them being equally qualified and faced with the same obstacles. They found that the extent of the risk depends on the culture, but a majority of cultures believe women do not possess the necessary qualities for a leader. They end the article by suggesting ways to eliminate the glass cliff but make it clear that there are different barriers to keep in mind through the process.
Team: International business
MGMT 311
Names: Rachael Whalen, Jessica Groven, Valentina Poljakov, Tai Lam, Haczin Vega-Garcia