Career development of female managers in retailing: Inhibitors and enablers |
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| Institution: | 1. Asia Pacific Center for Theoretical Physics, Pohang 37673, Republic of Korea;2. Department of Physics, Pohang University of Science and Technology, Pohang 37673, Republic of Korea;3. Department of Computer Science, Aalto University School of Science, Espoo FI 00076, Finland;4. RIKEN Advanced Institute for Computational Science, Kobe, Hyogo 650-0047, Japan;5. Department of Theoretical Physics, Budapest University of Technology and Economics, Budapest H-1111, Hungary;6. Center for Network Science, Central European University, Budapest H-1051, Hungary;1. Department of Emergency Medicine, LSU-New Orleans, New Orleans, Louisiana;2. Department of Emergency Medicine, Mount Sinai School of Medicine, New York, New York;3. Department of Emergency Medicine, University of Maryland, Baltimore, Maryland;4. Department of Emergency Medicine, Northwestern University, Chicago, Illinois;6. Department of Emergency Medicine, University of Missouri-Columbia, Columbia, Missouri;5. Synergy Medical, Mount Pleasant, Michigan;7. Department of Emergency Medicine, Emory University, Atlanta, Georgia;1. Department of Marketing, College of Business & Public Administration, Old Dominion University, Norfolk, VA 23529, United States;2. Department of Management and Quantitative Methods, College of Business, Illinois State University, Normal, IL 61790, United States;3. David Miller Retailing Education and Research Center, Warrington College of Business Administration, University of Florida, Gainesville, FL 32611-7153, United States;4. Department of Marketing, Warrington College of Business Administration, University of Florida, Gainesville, FL 32611-7153, United States;1. Institute of Intelligent Vision and Image Information, China Three Gorges University, Yichang, China;2. Institute for Pattern Recognition & Artificial Intelligence, Huazhong University of Science and Technology, Wuhan, China |
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| Abstract: | In the retail industry “women are highly visible” as employees and customers, but managers are predominantly male Traves et al., 1997. Service Industries Journal, 17(1), 133–154]. To shed light on this anomaly, this article investigates inhibitors to and enablers of the career development of female managers in retailing in theoretical and empirical terms. The primary work comprises interviews and focus groups in three case companies, exploring career development experiences and practices. The evidence discussed supports the contention that active enabling factors, such as organisational values supporting gender equity and people-centred management styles, are pre-prerequisites for females’ career progression. |
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