EUROPEAN MANAGEMENT REVIEW
Leveraging cooperation for gender equality in management
Deadline for submissions: 31 January 2018
Whilst there has been notable progress in gender equality in some areas, limited progress has been achieved in many others, in particular among senior management jobs, top wage earners, company boards and corporate directorships (Broadbridge and Hearn, 2008; Ely et al., 2011; Grosvold et al., 2016). Considerable attention has been paid to the reasons for women’s underrepresentation in management (Broadbridge and Simpsons 2011; Powell, 2012). Aside from explicit barriers and obstacles (Eagly and Carli, 2007), scholars have also revealed hidden, gendered practices and processes concealed within organizational expectations, norms, and values (Acker, 2009; Stafsudd, 2006). These “unseen barriers” (Ibarra et al., 2013) are strongly connected to cultural beliefs about gender (Nielsen and Huse, 2010; Ridgeway, 2011). To go beyond description of these impediments to gender equality, the special issue aims to shift the focus to alternative, innovative and creative practices, processes, and systems of cooperation among various organizational and societal actors. We are particularly interested in new opportunities and successes in the field of management.
In recent debates on gender equality there is a growing emphasis on men, not only as the holders of privileges, but also as protagonists of gender equality (Hearn, 2014) where men’s contribution extends beyond the public and organizational sphere to include the family, care and household. Women can also be agents of change. For example, women’s networks and mentoring have emerged as a way to assist their movement into senior management positions (Vinnicombe et al., 2006). Significantly, various forms of cooperation between men and women as well as people in senior and junior positions may generate new sources of momentum toward achieving more equality in management.
The goal of this special issue is to explore different forms of cooperation within and across organizations that can potentially lead to change. These forms of cooperation focus on advancing gender equality in management, in terms of both numerical representation of women and in developing managerial practices. Incorporating insights of researchers from different countries and regions and cultural and historical contexts, this special issue aims to engender new insights, new possibilities, and new reflections. The special issue is inspired by interdisciplinary approaches to explore antecedents, forms, and implications of various types of cooperation.
Both empirical and theoretical contributions in different societal and international settings that provide new knowledge on cooperation for advancing gender equality in management are welcome.
Potential research themes and topics include (but are not limited to):
- Society, institutions and culture
- Governmental policies
- Corporate governance
- Corporate boards
- Gender-based quotas
- Cooperation between industries and sectors
- Mentoring and training programs
- Post-socialist legacies of gender order
- Men as partners, change agents, and/or champions of gender equality
- Intersectionality or the interplay of gender with e.g. ethnicity, class, and age
- The work-life interface
- Impact of information and communications technology
- Media and social media
- Branding and self-branding
Submission and timeline
Submissions are due by January 31, 2018.Manuscripts should be submitted online at http://mc.manuscriptcentral.com/emr and should follow the Submission Guidelines available at: http://onlinelibrary.wiley.com/journal/10.1002/(ISSN)1740-4762/homepage/ForAuthors.html. Please note that all submissions will be subject to the standard EMR double-blind review process.
For questions regarding this special issue, please contact any of the Guest Editors.
- Acker, J., 2009. “From glass ceiling to inequality regimes”. Sociologie du travail, 51: 199-217.
- Broadbridge, A. and J. Hearn, 2008. “Gender and management: New directions in research and continuing patterns in practice”. British Journal of Management, 19(s1): S38-S49.
- Broadbridge, A. and R. Simpson, 2011. “25 years on: Reflecting on the past and looking to the future in gender and management research”. British Journal of Management, 22: 470-483.
- Eagly, A. H. and L. L. Carli, 2007. Through the labyrinth: The truth about how women become leaders. Cambridge, MA: Harvard Business Press.
- Ely, R. J., H. Ibarra and D. M Kolb, 2011. “Taking gender into account: Theory and design for women’s leadership development programs”. Academy of Management Learning and Education, 10: 474-493.
- Hearn, J., 2014. “What have men to do with women’s careers and gender equality?” Paper presented at the Women as Managers and Leaders Conference, April, Helsinki, Finland.
- Ibarra, H., R. Ely and D. Kolb, 2013. “Women rising: The unseen barriers”. Harvard Business Review, 91: 60-66.
- Grosvold, J., B. Rayton and S. Brammer, 2016. “Women on corporate boards: A comparative institutional analysis”. Business & Society, 55: 1157-1196.
- Nielsen, S. and M. Huse, 2010. “Women directors’ contributions to board decision-making and strategic involvement: The role of equality perception”. European Management Review, 7: 16-29.
- Powell, G. N., 2012. “Six ways of seeing the elephant: The intersection of sex, gender, and leadership”. Gender in Management: An International Journal, 27: 119-141.
- Ridgeway, C. L., 2011. Framed by gender: How gender inequality persists in the modern world. New York: Oxford University Press.
- Stafsudd, A., 2006. “People are strange when you’re a stranger: Senior executives select similar successors”. European Management Review, 3: 177-189.
- Vinnicombe, S., V. Singh and S. Kumra, 2006. “Women in fornal corporate networks: An organisational citizenship perspective”. Women in Management Review, 21: 458-482.