Female representation at the corporate top (IVOR nr. 126) 2022/2.4.4:2.4.4 Organizational culture and organizational processes

Female representation at the corporate top (IVOR nr. 126) 2022/2.4.4

2.4.4 Organizational culture and organizational processes

Deze functie is alleen te gebruiken als je bent ingelogd.Deze functie is alleen te gebruiken als je bent ingelogd.Deze functie is alleen te gebruiken als je bent ingelogd.

Organizations are male-gendered.1 Consequently, work is organized in a patriarchal male-gendered way, which accommodates the career of men, but not necessarily the career of women.2 The patriarchal male-gendered way in which work is organized can constrain women’s careers if progression is associated with working full-time and it might be burdensome for women who have to balance work with a family.3 A male-model of progression may create a barrier when women choose to work part-time4 and it maintains inequality in organizations.5

Organizational cultures also tend to be masculine in nature.6 Hence, women might refrain from promotion opportunities or resign from their job to work somewhere else.7 Masculine organizational cultures also produce ‘gender biases toward male competence and negative stereotypes of women’.8 Consequently, the barrier ‘organizational culture’ is related to the barriers ‘gender stereotyping’ and ‘bias’. The relationship is shown in Figure 2.3, arrows 5 and 6.

Long-hours culture can be part of organizational culture. Due to the prevalence of male-gendered organizational processes in organizational settings, working long hours is often seen as showing commitment9 and loyalty10 to the organization. For women it is less easy to work long hours if they have other – e.g. family – commitments to fulfill.11 Consequently, women may resign from their jobs12 or refrain from promotion opportunities.13

Deze functie is alleen te gebruiken als je bent ingelogd.