The networking practices of women managers in an emerging economy setting: negotiating institutional and social barriers

Women managers face institutional and social barriers throughout their careers. In this research, we use networking and symbolic interactionism theories to explain how they network while negotiating these impediments in an emerging economy setting. Focus‐group data revealed three themes. The women in our study, as predicted by networking theory, use networks to bolster career outcomes, although some also use non‐influential networks or network ineffectively. Next, symbolic interactionism explains how expectations of, and personal reflections on, networking lead to a lack of confidence and feelings of guilt that can be career limiting. However, when women understand that their unique networking approach can be powerful, they gain social capital that enhances their leadership. Last, patriarchal cultures of emerging economy settings support stereotypical gender roles, leaving women conflicted between competition and mutual support, thus redefining the so‐called Queen Bee phenomenon. We conclude by showing how women can use networking to enhance career and personal development.     

Stemming the exodus of women managers

Survey findings based on a national sample of CEOs and human resource managers indicate that over 50% of organizations have experienced moderate to great difficulty attracting and retaining women managers and professionals. Respondents perceived that the most serious career problems encountered by women revolve around organizational politics, career development opportunities, and family conflicts. Existing and needed human resource management policies in response to these problems are reported. A series of additional analyses highlight differences across industries, and according to company size and stage in the corporate life cycle. Based on survey findings, recommendations are discussed for human resource management practitioners concerned with increasing their companies' abilities to actively compete for and retain women managers.     

Women abroad: getting the best results from women managers

Abstract This study explores the work environment of expatriate women managers in American corporations and investigates the determinants of their job satisfaction. The strategic importance of global assignments has increased over the years. The real cost of unsuccessful expatriates extends beyond the monetary expenses. As the number of women managers working overseas increases, so does the importance of this topic. Additionally, because women in expatriate positions are relatively new, their needs for job satisfaction and career aspirations are not known to most organizations. This research intends to fill this gap. The study concentrates on four major areas that are considered important for obtaining job satisfaction: (1) the way in which organizations design their overseas jobs, (2) women's skills and characteristics, (3) international human resource policies of companies and (4) the cultural environment of host countries. The applied research covers two phases: a study of expatriate managers during their assignments overseas and the evaluation of overseas experience upon their return. The results indicate that women in overseas assignments are satisfied overall with their jobs. However, organizational variables are more strongly related to job satisfaction. The nature of job design in overseas postings has the greatest impact on women's job satisfaction. When the jobs are enriched, women gain intrinsic rewards and have high job satisfaction. Organizational support also contributes to the satisfaction of women expatriates. Training, mentoring and repatriation preparations have high impact on women's success and satisfaction. Women expatriates are more concerned with their repatriation and future advancement than their present assignments. The findings are important for theoretical and practical reasons. Theoretically, the achievement and satisfaction of women managers overseas cannot be simplified without taking into account organizational, personal and cultural factors. Practically, companies need to respond to the individual needs of expatriate women managers and then decide on their assignments and their repatriation accordingly.     

Leadership training for managers: An Adlerian approach

Adlerian theory—a social model of human behavior—provides an effective framework to improve managerial practices and enhance organizational leadership. Developed by Alfred Adler (1870–1937), founder of the influential school of individual psychology, Adlerian theory promotes principles of social interest, democracy, and encouragement. These principles may guide leaders in building collaborative, productive workforces through participative management, coaching, and employee engagement. Experiential training exercises that integrate Adlerian principles can help managers expand their interpersonal competencies and increase leadership effectiveness.     

Macroeconomic responses of emerging market economies to oil price shocks: An analysis by region and resource profile

We analyze the impact of oil price shocks on the macroeconomic fundamentals in emerging economies in three regions that have different resource endowments. The existing literature on emerging economies remains inconclusive on how regional factors and resource characteristics affect the response of macroeconomic variables to oil price shocks. We show that (1) exports in Europe and Central Asia are driven by oil more than East Asia and the Pacific and that (2) policy makers in East Asia and the Pacific should be concerned about real exchange appreciation following a positive oil shock to mitigate losses in the non-oil export market. Analysis by resource endowment further reveals that, in less-resource-intensive economies, an oil price shock causes large variations in consumption and has a negative and persistent impact on the real gross domestic product (GDP). In mineral-exporting economies, real GDP and interest rates are driven largely by oil price shocks. The response of real GDP in mineral-exporting economies is short lived. In oil-exporting economies, only real GDP has a large variation in response to oil price shocks. Our findings highlight the need for customized policy responses to oil price shocks, depending on resource endowments, as we show that a “one size fits all" policy does not exist.     

Low carbon procurement: An emerging agenda

The importance of climate change is shaping public policy internationally at several levels with much of the effort aimed at reducing the amount of carbon emissions released to the atmosphere through anthropogenic activity. Public procurement is a key financial mechanism available to governments to drive policy change and because of its scale can be also one of the most effective. During the past decade Low Carbon Procurement (LCP) has emerged as focal policy agenda in the UK and other countries. However, the implementation of LCP requires improved definition by governments and a greater understanding of Carbon Management tools and concepts such as Lifecycle Analysis on the part of procurement chiefs. Focusing on public procurement in the UK within the context of international policy development, this paper develops a working definition and model for LCP to guide future discussions on policy and practice. The paper presents an agenda of expected challenges for the implementation of LCP, including problems associated with weighing trade-offs between carbon and wider environmental or sustainability objectives, use of carbon tools and methodologies. The paper concludes by identifying key directions for further LCP research.     

Men and women as managers: A significant case of no significant difference

What does it all mean? We've reviewed five studies involving almost 2,000 people compared on a total of 43 scales. We've studied matched pairs and controlled for level of managerial achievement. And after all is said and done, we have detected a total of two overall differences between male and female managers. One of these, involving managerial work motivation, favors females: Their work motivation profiles are more “achieving” than those of their male counter-parts. The other difference, pertaining to interpersonal competence, favors the male managers: They are more open and candid with their colleagues than are females. Add to these the more titillating than significant anomalies of differing back-up style preferences and we are left with one conclusion: Women, in general, do not differ from men, in general, in the ways in which they administer the management process.Managers themselves and their subordinates concur. It seems that the disproportionately low numbers of women in management can no longer be explained away by the contention that women practice a different brand of management from that practiced by men. Whereas this may amount to good news in some quarters, we ought not be prematurely elated by discovering that women manage just the way men do. Carolyn Sherif has pointedly called attention to the fact that all is not necessarily well in today's male-oriented management activities.We of course view management in its more global aspects: The important issue to us is how an individual manages in relation to achievement criteria. Individual achievement and organizational health ultimately depend on the way management is practiced. And we now see that the way management is practiced is not related to the sex of the manager — the issue is generic rather than gender-bound.     

An investment perspective for hospital materiel managers

Materiel managers are making investments every time they authorize capital, supply, or personnel requisitions on behalf of their departments or organizations. While not as formal as external investments in securities or the like, internal investments are even more critical to the organization's success and carry the same fiduciary obligations. Generating an acceptable return is a necessity rather than an option as concerns internal investments; the same formal analysis that is applied to external investments should be extended to internal ones as well. Adopting an investment perspective is a critical first step in seeing internal initiatives as investments and obtaining an appropriate return.     

Chinese women managers: A comparison with their U.S. and asian counterparts

Questionnaire and interview data were gathered on 150 People's Republic of China female managers who were contrasted with their counterparts in the U.S. and Southeast Asia. Chinese female managers have little job mobility, pursue careers appraised by the Party and influenced by central government planning, work the most hours per week, and recommend the political/ideology path as the fastest route to the top. They are comparatively less educated, progress under a patrilineal tradition, recommend business courses as a means of preparation for managerial responsibilities, and slowly are gaming opportunities in fob selection.     

An optimal-incentive contract for managers with exponential utility

This paper examines the manager–investor relationship in the case of exponential utility when the manager of investments in real or financial assets has an endowment which can be invested in the risky assets for which he has private information. We obtain a relationship showing trade-offs or hedging behavior among the investments the manager can choose for himself and the principal. Even with the hedging ability of the manager, the well-known first-best solution with ‘no moral hazard’ risk-sharing is obtained among these possible solutions to the manager's problem by specifying a ‘no conflict of interest’, zero investment by the manager of his own endowment in those risky assets for which he has private information. Thus, the agent imputes no disutility to the assignment of the principal's investments and the investor is assured of an investment strategy that he would make if he had access to the manager's private information.     

Contract ineffectiveness in emerging markets: An institutional theory perspective

The effectiveness of contracts is bounded by the institutional environment in which they are designed and enforced. When firms form supply chain partnerships in emerging markets, they may experience contract ineffectiveness, which is defined as a firm's perceived limits of contracts with respect to safeguarding interests and coordinating activities. Specifically, we identify two institutional factors that may give rise to contract ineffectiveness, information transparency and legal enforceability, as they determine how effectively a firm designs and enforces a contract. In addition, we reveal that contract ineffectiveness prompts a firm to seek social ties, including business ties and political ties, to overcome the institutionally induced limits of contracts. These efforts, however, are moderated by the type of predominant pressure a firm bears. While equity pressure strengthens the relationship between contract ineffectiveness and a firm's pursuit of social ties, efficiency pressure weakens this relationship, because seeking social ties imposes an extra burden of efficiency. Tested by data collected from 187 distributors in China, our study reveals the institutional causes and the consequences of contract ineffectiveness, which is a common problem encountered by firms when forming supply chain partnerships in emerging markets.     

Incenting managers toward the triple bottom line: An agency and social norm perspective

Research to date has identified CEO pay structure as an important factor in the environmental and social performance of the organization but has not considered how pay may influence these sustainability efforts at the middle‐management level. We address this void with an experimental manipulation of direct and indirect pay incentives for an environmental sustainability project and production cost savings project. Counter to our predictions, investment in sustainability versus cost savings is significantly lower when incentives for both projects are equivalent, and investment is only comparable when incentives for the sustainability project are superior. Further investigation using qualitative data attributes this to differences in the salient social norms that individuals hold and an apparent undervaluing of the indirect incentive derived through sustainability's contribution to cost savings. The results shed light on primary ways in which human resource management practices may be used to embed support for sustainability initiatives throughout the organization.     

Between the traditional and the contemporary: careers of women managers from a developing Middle Eastern country perspective

Informed by Institutional Theory, this study adopts an exploratory, qualitative, in-depth interviews-based approach as it explores the self-reported career paths of 32 women managers in Lebanon. The results indicate that in contrast with the majority of Western-based literature, the traditional-organizational career path in comparison to contemporary career patterns is still relevant, and continues to exist for Lebanese women managers as they progress in their managerial careers. At the same time, the findings suggest that women selectively adopt some aspects of contemporary, flexible careers to navigate their career paths amidst the macro-national economic and sociocultural factors and institutional challenges. The overall results and the implications for various stakeholders are further discussed in light of the related literature. This study suggests that scholars interested in women's careers in under-researched developing nations need to further integrate the agentic process – and the role played by women's individual agency in constructing their careers as they respond to institutional mandates – into their career models in more details. Similarly, multinational companies currently operating or interested in expanding their operations to the developing Arab Middle East region should incorporate these factors into their management and human resource practices.     

A comparative analysis of performance assessment: international joint venture managers versus regional headquarters managers

This paper examines a relatively unexplored dimension within the IHRM literature: whether JV CEOs and representatives of their foreign parents' regional headquarters differ in their evaluations of JV effectiveness. This study is based upon a sample of 153 JVs located in China. Existing theories suggest an alternate rationale detailing why the evaluations of JV managers and their foreign parent companies should differ and why they should be similar. Our investigation generally finds that evaluations are similar, with some differentiation occurring when our sample is divided by JV age and by JV industry. Overall, the results suggest that isomorphic forces may exist between managers of JVs and managers of their foreign parents in the JV system.     

Finance-neutral potential output: An evaluation in an emerging market monetary policy context

In this paper, output gaps that include financial cycle information are evaluated against policy analysis models used by the Colombian central bank. This is an important feature, since policy-related models are the only relevant yardstick and emerging economies (such as Colombia) have been historically more vulnerable to financial imbalances. Unlike previous works, finance-neutral gaps were evaluated in a monetary policy context exactly as it is routinely performed by a central bank. The distribution of output gap revisions is analyzed and a metric to compare real-time robustness across models is developed. This metric constitutes a novel way to summarize the distribution of real-time uncertainty around output gaps, and policymakers should employ it for comparison purposes. Also, the real-time policy performance of finance-neutral gaps is studied, separating suggested ex post from operational ex ante usefulness. The results suggest that finance-neutral gaps are neither more robust in real time nor more operationally useful than the benchmark estimates. These results have important implications for policymakers and for the relevant literature.     

Multi-step forecasting in emerging economies: An investigation of the South African GDP

To forecast at several, say h, periods into the future, a modeller faces a choice between iterating one-step-ahead forecasts (the IMS technique), or directly modeling the relationship between observations separated by an h-period interval and using it for forecasting (DMS forecasting). It is known that structural breaks, unit-root non-stationarity and residual autocorrelation may improve DMS accuracy in finite samples, all of which occur when modelling the South African GDP over the period 1965–2000. This paper analyzes the forecasting properties of 779 multivariate and univariate models that combine different techniques of robust forecasting. We find strong evidence supporting the use of DMS and intercept correction, and attribute their superior forecasting performance to their robustness in the presence of breaks.     

Employee appearance and the Americans with Disabilities Act: An emerging issue?

The recent passage of the Americans with Disabilities Act (ADA), considered the most far-reaching civil rights legislation since the Civil Rights Act of 1964, promises to raise demanding new challenges for employers. This article alerts readers to one example of what may prove to be a long list of unanticipated, but potentially onerous, repercussions from this legislation. Specifically discussed is the role of the ADA in the likely emergence of the issue of employee physical appearance. In addition to the role of the ADA, we explain how other legal forces, as well as organizational and economic forces, may propel physical appearances to the level of a formidable social issue.An earlier draft of this paper was presented as a symposium at the 1989 Employee Responsibilities and Rights Conference, Orlando.