پیوندهای مفید
اخبار و اعلانات
آمار
| تعداد نشریات | 25 |
| تعداد شماره‌ها | 922 |
| تعداد مقالات | 7,606 |
| تعداد مشاهده مقاله | 12,320,266 |
| تعداد دریافت فایل اصل مقاله | 8,745,239 |
الگوی تفسیری پیامدهای سقف شیشه‌ای برای زنان با تاکید بر لایه‌های هژمونی پذیرش قدرت | ||
| مطالعات اجتماعی روان شناختی زنان | ||
| مقاله 3، دوره 18، شماره 4 - شماره پیاپی 65، دی 1399، صفحه 69-126 اصل مقاله (954.58 K) | ||
| نوع مقاله: مقاله پژوهشی | ||
| شناسه دیجیتال (DOI): 10.22051/jwsps.2021.33995.2329 | ||
| نویسندگان | ||
| آرزو شفی1؛ اکبر اعتباریان* 2؛ رضا ابراهیم زاده دستجردی3 | ||
| 1دانشجوی دکتری مدیریت دولتی، دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان)، اصفهان، ایران arezooshafi@yahoo.com | ||
| 2نویسنده مسئول.دانشیارگروه مدیریت، دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان)، اصفهان، ایران etebariian@yahoo.com | ||
| 3استادیارگروه مدیریت، دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان)، اصفهان، ایران ebrahimzadeh2020@gmail.com | ||
| چکیده | ||
| امروزه با رشد جوامع، زنان بسیار بیشتر از گذشته در سازمان‌ها و مشاغل ایفای نقش می‌نمایند و یک نیروی کار تاثیرگذار فعال هستند. هرچند امروزه حضور زنان نسبت به گذشته بیشتر شده اما کماکان موانع و فشارهای ساختاری و اجتماعی در باب ایجاد سقف شیشه‌ای برای زنان به دلیل لایه‌های هژمونی پذیرش قدرت همچنان ادامه دارد. هدف این پژوهش الگوی تفسیری پیامدهای سقف شیشه‌ای برای زنان با تاکید بر لایه‌های هژمونی پذیرش قدرت برمبنای فرایند تحلیل (IRP) است.روش شناسی پژوهش از حیث جمع‌آوری داده‌های پژوهش آمیخته بود، به طوری‌که در بخش کیفی پژوهش به منظور شناسایی مولفه‌ها (پیامدهای سقف شیشه‌ای) و گزاره‌های پژوهش (لایه‌های هژمونی پذیرش قدرت) از تحلیل فراترکیب و با مشارکت ۱۵ نفر از خبرگان رشته مدیریت در سطح دانشگاهی استفاده شد. در بخش کمی مؤلفه‌ها و گزاره‌های شناسایی‌شده در قالب پرسش‌نامه‌های ماتریسی توسط ۲۲ نفر از مدیران، مسئولان و کارشناسان صاحب نظر در سطوح مختلف شرکت ملی پخش فرآورده‌های نفتی ایران مورد ارزیابی تحلیل تفسیری قرار گرفتند. روایی این پژوهش براساسِ تحلیلCVR و پایایی پژوهش به واسطه‌ی استفاده از روش فراترکیب و ارزیابی انتقادی و با غربالگری نظری از پژوهشهای مشابه مورد تایید قرار گرفتند. نتایج پژوهش نشان داد، گزاره‌ی هژمونی پذیرش قدرت بر مبنای فرهنگ به عنوان تاثیرگذارترین لایه‌ی پذیرش قدرت در سازمان‌های مورد بررسی محسوب می‌شود که باعث تقویتِ پیامدِ اختلال/تعارض بین نقشی در زنان شاغل در شرکت ملی پخش فرآورده‌های نفتی ایران به عنوان تاثیرگذارترین مولفه‌ی پیامدهای سقف شیشه‌ای می‌شود. این نتیجه نشان می‌دهد قدرت‌گرایی فرهنگی سبب شده است تا زنان نتوانند جایگاهی را در پست‌های بالای سازمان کسب کنند، چراکه به طورکلی ساختارهای مردسالار به واسطه وجودِ پذیرش فرهنگی جامعه، مهم‌ترین پست‌های سازمانی را در تصدی مردان قرار داده است و این موضوع به لحاظ فرهنگی، ارزش‌هایی را ترویج می‌دهد که در آن فاصله جایگاه در بالا و پایین سازمان تعیین‌کننده‌ی حدود احترام و منزلت اجتماعی برای افراد باشد و به لحاظ فرهنگی مردان را در این جایگاه، غالبا تثبیت نمایند. | ||
| کلیدواژه‌ها | ||
| لایه‌های هژمونی پذیرش قدرت؛ پیامدهای سقف شیشه‌ای؛ اولویت‌بندی تفسیرگرایانه (IRP) | ||
| عنوان مقاله [English] | ||
| Interpretive Model of Glass Ceiling Consequences for Women with an Emphasis on Hegemonic Layers of Power Acceptance | ||
| نویسندگان [English] | ||
| Arezoo Shafi1؛ Akbar Etebariyan2؛ Reza Ebrahimzadeh Dastjerdi3 | ||
| 1Ph.D. Student of Governmental Management, Department of Management, Khorasgan Islamic Azad University, Isfahan, Iran, arezooshafi@yahoo.com | ||
| 2Associate Professor, Department of Management, Khorasgan Islamic Azad University, Isfahan, Iran . Corresponding Author: etebarian@ymail.com | ||
| 3Assistant Professor, Department of Management, Khorasgan Islamic Azad University, Isfahan, Iran .ebrahimzadeh2020@gmail.com | ||
| چکیده [English] | ||
| With the growth of societies, women nowadays are much more involved in organizations and jobs than ever before and influential and active workforce. Although there has been a lot of progress in the presence of women over the past, the structural and social barriers and pressures to create a glass ceiling for women continue to this day. The purpose of this research is the interpretive model of glass ceiling consequences a based on Power Transition (Hegemonic) acceptance by Analysis Interpretive Ranking Process (IRP). In this research, to identify the components (consequences of glass ceiling) and research propositions (hegemonic of power acceptance), a combined analysis was performed with the participation of 15 management experts at the university level and In the quantitative part, the components and propositions identified in the form of matrix questionnaires were evaluated by 22 managers, officials and experts at different levels of the National Iranian Petroleum Products Distribution Company. The results showed that the hegemonic proposition of acceptance of power based on culture is considered as the most effective layer of acceptance of power in the studied organizations, which strengthens the outcome of disorder/conflict between roles in women working in the National Iranian Petroleum Products Distribution Company. This result shows that cultural authoritarianism has prevented women from gaining much of a position in the top positions of the organization because in general, patriarchal structures, due to the cultural acceptance of society, have placed the most important organizational positions in the hands of men and this culturally promotes values in which the distance between the position at the top and the bottom of the organization determines the limits of respect and social status for individuals, and culturally, men are often established in this position. Keywords Power Transition (Hegemonic) Acceptance, Glass Ceiling Consequences, Interpretive Ranking Process (IRP) Introduction The glass ceiling metaphor was first coined in 1985 by the editor E. G. Bryant who spoke out about the inequalities of working women. The term was then used by Carol Hymowitz and Timothy Schellhardt in their highly influential Wall Street Journal article the following year. Since then, the existence and durability of the glass ceiling have been recognized by national and international institutions, such as the European Union (Janadleh and Pouya, 2020). The union defines the glass ceiling as an invisible barrier that stems from a complex set of structures in men's organizations that prevents women from reaching higher positions. Digging into the Global Gender Gap Index (202) provides an overview of the current state of the global gender gap and efforts and insights to reduce it. According to a recent World Economic Forum report, the gender gap in the world has narrowed slightly from last year, but it will take 5.99 years to achieve full equality, assuming it maintains its current pace. Among the four sub-indicators of the global gender gap, the political empowerment gap has the highest score, followed by the sub-indicators of opportunities and economic participation. Iran is the 148th country in the world in terms of the global index of the gender gap, whose performance has decreased by 6 steps compared to the previous year. Iran has the lowest gender gap in the sub-indicators of health and survival and access to educational facilities and the highest gender gap in the sub-indicators of political empowerment and economic opportunity and participation (Karimi Dastnaei, 2020). Statistics show that this metaphor is particularly appropriate because, despite fair laws and policies at the national and organizational levels, women still face an invisible barrier that prevents them from achieving career advancement (Aksoy et al, 2019). One of the most influential factors in strengthening the glass ceiling is the existence of a hierarchy of power that has been institutionalized in the form of bureaucratic values which leads to gender discrimination. The question of this research is whether glass ceilings are reduced by the existence of hegemonic layers of power acceptance? To answer this question, we must first understand the hegemony of power acceptance. The word hegemony means the influence and hegemony of a powerful group in any society. Social institutions are under the hegemonic structures (Power Transition Hegemony) that retain power in the form of protecting the interests of stakeholders. This causes the organizations to lose their effectiveness. Considering the strategies and policies under the approved bylaws such as the protection of the status and rights of women, mutual respect, justice in promotion, and due to the lack of equality in distribution of positions between both sexes in National Iranian Petroleum Products Distribution company, researchers conducted this research to address this inequality. According to the 2020 statistics from the head office of the NIPPD company, 25% of employees are women while only 6% of women hold management positions. Since most of the top management positions in the oil industry are occupied by men, this study investigates the barriers to women’s presence in the headquarters of this company according to glass ceiling theories and gender stereotypes. Besides, this study aims to design an interpretive model of the consequences of a glass ceiling based on the existence of hegemonic layers of power acceptance. Methodology This research uses the mixed data type to identify the consequential components of the glass ceiling and hegemonic propositions of power acceptance. Polar matrix analysis is used to examine the most important consequences of a glass ceiling as well. In addition, Interpretive prioritization analysis (IRP) (Sushil, 2009) centers the analysis in this study. Result Based on the results, the hegemony of power based on culture is the most influential layer of power in the NIPPD. Each outcome of the glass ceiling was weighted, with the identification of the most influential hegemony regarding the acquisition of power. The results also showed that the first consequence is disruption between women's roles in organizational positions with other internal and external roles. Discussion The most prominent layer of power acceptance hegemony over the presence of women is the hegemony of power based on culture. This means that cultural authoritarianism, one of the components of Hofstede's theory, has prevented women from holding high positions in NIPPD. Patriarchal structures have appointed the most important organizational positions to men, which leads to the distance between upper and lower positions and determines the limits of respect and social status for individuals. This traditional and legal basis for power acceptance leads to pressure from a glass ceiling, which puts women in serious role conflict and frustration, that is, power originates from masculinity in the structures of the company. And most importantly, inter-role disorder, the most important consequence of the glass ceiling in line with the theory of job conflict, puts women under psychological pressures. These conflicts will affect other roles so that women will face work and family contradictions. This is all about the existence of a gap between expectations and unreasonable power at the top of organizational structures. On the other hand, from the socio-theoretical perspective and concerning the interplay of multiple roles of women inside and outside the organization, conflict turns into a phenomenon that extends to other roles of women in society. In this case, the role of women as employees conflicts with their role as members of the family or members of society, which is known as the work-family conflict. References Ahmadi Baladehi, S. M., Dastoor, A., & Salehi Tileki, Y. (2018). Investigating the Relationship between Organizational Structure and Managers' Power Sources in Hormozgan Province Police Headquarters. Police Organizational Development, 15(66), 89-109. [Text In Persian] Aksoy, C. G., Carpenter, C. S., Frank, J., & Huffman, M. L. (2019). Gay glass ceilings: Sexual orientation and workplace authority in the UK. Journal of Economic Behavior & Organization, 159, 167-180. Ashby, J., Ryan, M., & Haslam, S. (2007). Legal work and the glass cliff: Evidence that women are preferentially selected to lead problematic cases. William and Mary Journal of Women and the Law, 13(3), 775–793. MAstio, E., & Dovey, K. (2019). Power dynamics in organizational change: an Australian case. International Journal of Sociology and Social Policy, 39(9/10), 796-811. https://doi.org/10.1080/13547860.2019.1631528https://doi.org/10.1108/IJSSP-07-2019-0142 MAthur-Helm, B. (2006). Women and the glass ceiling in South African banks: an illusion or reality? Women in Management Review, 21(4), 311-326.http://dx.doi.org /10.1108/09649420610667028 http://dx.doi.org/10.1108/09649420610667028 Avelino, F., Wittmayer, J, M. (2016). Shifting Power Relations in Sustainability Transitions: A Multi-actor Perspective. Journal of Environmental Policy & Planning, 18(5), 628-649.https://doi.org/10.1080/1523908X.2015.1112259 Barnet-Verzat, C., & Wolff, F-C. (2008). Gender wage gap and the glass ceiling effect: a firm level investigation. International Journal of Manpower, 29(6), 486-502. http://dx.doi.org/10.1108/01437720810904185 Basfirinci, C., Cilingir Uk, Z., Karaoglu, S. & Onbas, K. (2019). Implicit occupational gender stereotypes: a research among Turkish university students. Gender in Management, 34(2), 157-184.https://doi.org/10.1108/GM-07-2018-0084 Belic, J., Miklosi, Z. (2020). Cosmopolitanism and unipolarity: the theory of hegemonic transition, Critical Review of International Social and Political Philosophy, https://doi.org/10.1080/13698230.2020.1766815 Booysen, L. A. E., & Nkomo, S. M. (2010). Gender role stereotypes and requisite management characteristics: The case of South Africa. Gender in Management: An International Journal, 25(4): 285-300. http://dx.doi.org/10.1108/ 175424 110 11048164 Brannon, L. (1999).Gender psychological: perspective. Boston .Allyn American psychologist, 31-12 Cailin, S., Stamarski., Leanne, S., & Son, H. (2015). Gender inequalities in the workplace: the effects of organizational structures, processes, practices, and decision makers’ sexism. Frontiers in Psychology. Cenzo, D., & Robbins, S. (1996). Human Resource Management. Wiley, Fifhth. Cheraghi, N., & Hasani, R. (2019). Consequences and causes of women's entry into men's (hard) works. Quarterly Journal of Women and Society, 10(40), 127-154. [Text In Persian] Choi, S., & Park, Ch, O. (2018). Glass Ceiling in Korean Civil Service: Analyzing Barriers to Women’s Career Advancement in the Korean Government. Public Personnel Management, 43(1), 118-139.https://doi.org/10.1177/ 00910260 135 16933 Cornelius, N., & Skinner, D. (2005). An alternative view through the glass ceiling using capabilities theory to reflect on the career journey of senior women. Women in Management Review, 20(8), 595-609. Darouei, M., & Pluut, H. (2018). The paradox of being on the glass cliff: why do women accept risky leadership positions?, Career Development International, 23(4), 397-426. De Cieri, H., Sheehan, C., Donohue, R., Shea, T., & Cooper, B. (2019). Workplace bullying: an examination of power and perpetrators. Personnel Review, 48(2), 324-341. https://doi.org/10.1108/PR-02-2018-0057 DeSimone, K. (2020). Beyond gender: reconceptualizing understandings of work–life balance and the extreme work model for 21st-century high-potential top earners. Journal of Organizational Change Management, https://doi.org/10.1108 /JOCM-02-2020-0042 Dimovski, V., Skerlavaj, M., Kim Man, M. (2010). ‘Is there a glass ceiling for Female managers in Singapore organizations? Management Journal, 5(4), 307-329 Eagly A. H., & Chin J. L. (2010). Are memberships in race, ethinicity, and gender categories merely surface characteristics? The American Psychologist, 65 (9), 934-5. Edirisinghe, C, L. (2018). The Paradox of Glass Ceiling Effect: A Study on the Individual Barrier and Organizational Barrier among Female Executives in the Selected Large Apparel Industry, Sri Lanka. International Journal of Scientific and Research Publications, 8(8), 123-149. Farahbakhsh, S., Nikpey, I., & Ghanbari, R. (2016). Effect of the glass ceiling on women creative ideas with moderating of self-concept. Women in Development & Politics, 14(2), 161-180. [Text In Persian] Gan, I. (2020). The allegory of the university: Employee voice, employee silence, and organizational power. Qualitative Research Reports in Communication. Gavara, C. M., & Zarco, A. I. J. (2015). The Power of Women Business Angels: Breaking the Double Glass Ceiling That Limits Women’s Entrepreneurial Dreams. In: Syna H. D., Costea CE. (eds) Women’s Voices in Management. Palgrave Macmillan, London. https://doi.org/10.1057/9781137432155_14 Gholamzadeh, D., Haghshenase Kashani, F., & Mohammadkhani, F. (2015). The influence of leadership style on the womens’ glass ceiling beliefs. Women's Studies Sociological and Psychological, 13(3), 275-197. [Text In Persian] Gummer, B. (2008). Getting In, and Staying In, "The Loop": Networking and Organizational Power. Administration in Social Work, 18(1), 107-124. https://doi.org/10.1300/J147v18n01_06 Heilman, M. E. (2001). Description and prescription: How gender stereotypes prevent women's ascent up the organizational ladder. Journal of Social Issues, 57(4), 657–674. Hejazi, E., & Rezadost, Z. (2012). Influence of Gender & Gender Roles on Friendship Patterns. Quarterly Journal of Women and Society, 3(11), 54-78. [Text In Persian] Hill, J. N. C. (2019). The evolution of authoritarian rule in Algeria: linkage versus organizational power. Democratization, 26(8), 1382-1398. https://doi.org/10.1080/13510347.2019.1641694 Hodgins, M., MacCurtain, S. & Mannix-McNamara, P. (2020). Power and inaction: why organizations fail to address workplace bullying. International Journal of Workplace Health Management, 13(3), 265-290. https://doi.org/10.1108/IJWHM-10-2019-0125 SHortland, S., & Perkins, S. J. (2020). Women's expatriate careers: losing trust in organizational equality and diversity policy implementation? Journal of Global Mobility, 8(2), 183-208. https://doi.org/10.1108/JGM-01-2020-0007 Janadleh, A., & Pouya, Z. (2019). Barriers to Women’s Job Promotion in Iran: Role Requirements or Structural Limitations (A Qualitative Meta-analysis of the Recent Decade). Social Sciences, 26(84), 9-40. [Text In Persian] Jung, H., & Cho, J. (2020). Gender inequality of job security: veiling glass ceiling in Korea. Journal of The Asia Pacific Economy, 25(1), 79-89. https://doi.org/10.1080/13547860.2019.1631528 Khodaverdi, M., Gorji, M., Nasiri, M., & Rastgar, A. (2020). Providing a Model of Organizational Bullying Prevention Priorities: A Total Interpretive Structural Model (TISM). Organizational Culture Management, 18(3), 485-515. [Text In Persian] Lathabhavan, R., & Balasubramanian, S. A. (2017). Glass Ceiling and women employees in Asian organizations: a tri-decadal review. Asia-Pacific Journal of Business Administration, 9(3), 232-246. https://doi.org/10.1108/APJBA-03-2017-0023 Lilly, E. R. (1989). The Determinants of Organizational Power Styles. Education Review, 41(3), 281-293. Loughran, T., & McDonald, B. (2017). Old Glass Ceiling are hard to break: Gender usage Trends in Annual Reports. Studies in Communication Sciences, 77(2), 1-7. https://doi.org/10.1080/0013191890410308 Lu, C., Li, H., & Xu, T. (2020). Do profitability and authenticity co-exist? A model of sales promotion stereotype content and its perception differences among groups. Journal of Contemporary Marketing Science, 3(3), 333-363. https://doi.org/10.1108/JCMARS-08-2020-0033 Lu, W., Wei, Y., & Wang, R. (2020). Handling inter-organisational conflict based on bargaining power: Organisational power distance orientation matters. International Journal of Conflict Management, 31(5), 781-800. https://doi.org/10.1108/IJCMA-06-2019-0092 Mastio, E. and Dovey, K. (2019). Power dynamics in organizational change: an Australian case, International Journal of Sociology and Social Policy, 39(9/10), 796-811. https://doi.org/10.1108/IJSSP-07-2019-0142 Mathur-Helm, B. (2006). Women and the glass ceiling in South African banks: an illusion or reality? Women in Management Review, 21(4), 311-326. http://dx.doi.org/10.1108/09649420610667028 Molaei, P., Alvani, S., Zahedi, S., & Alinejad, A. (2020). A meta-analysis on the obstacles to women's promotion to the levels of governance in Iranian government agencies. Career and Organizational Counseling, 12(42), 199-224. [Text In Persian] Monserrat, S. I., & Simmers, C. A. (2020). Human and social capital as influencers on women’s careers: Rosemary Pledger’s path to career success and mobility. Journal of Management History, 26(4), 471-489.https://doi.org/10.1108/JMH-11-2019-0069 Park, S., Jo, S. J. & Park, C. K. (2019). The influence of hierarchical organizational culture, supportive environment and sexual harassment on Korean women’s work-to-family enrichment. European Journal of Training and Development, 43(3/4), 398-414. https://doi.org/10.1108/EJTD-09-2018-0095 Pathania, A., & Rasool, G. (2019). Investigating power styles and behavioural compliance for effective hospital administration, An application of AHP. International Journal of Health Care Quality Assurance, 32(6), 958-977. https://doi.org/10.1108/IJHCQA-02-2018-0059 Patterson, E., Branch, S., Barker, M. and Ramsay, S. (2018). Playing with power: Examinations of types of power used by staff members in workplace bullying a qualitative interview study. Qualitative Research in Organizations and Management, 13(1), 32-52. https://doi.org/10.1108/QROM-10-2016-1441 Powell, L., & Tilt, C. (2017). The examination of power and politics in a conservation organization. Accounting, Auditing & Accountability Journal, 30(3), 482-509. https://doi.org/10.1108/AAAJ-01-2015-1933 Rapkin, D., & Thompson, W. (2010). Power Transition, Challenge and the (Re) Emergence of China. International Interaction, 29(4), 315-342. https://doi.org /10.1080/714950652 Roberto, F., Rey, A., Maglio, R., & Agliata, F. (2020). The academic “glass-ceiling”: investigating the increase of female academicians in Italy. International Journal of Organizational Analysis, 28(5), 1031-1054. https://doi.org/10.1108/ IJOA-06-2019-1779 Rodriguez, J. K., & Stewart, P. (2017). HRM and work practices in Chile: the regulatory power of organisational culture. Employee Relations, 39(3), 378-390. https://doi.org/10.1108/ER-02-2017-0034 Ryan, M., & Haslam, A. (2005). The glass cliff: Evidence that women are over-represented in precarious leadership positions. British Journal of Management, 16(2), 81-90. http://dx.doi.org/10.1111/j.1467-8551.2005.00433.x Saeedi, Z., Noorbala, F., & Hamzavi Abedi, F. (2016). Gender Stereotypical Beliefs: Implicit Stereotypes towards Occupations and the Effect of Exposure to Counter-stereotypic Examples. Advances in Cognitive Sciences, 18(1),79-88. [Text In Persian] Safiri, K., & Mansoirian Ravandi, F. (2015). Gender Clichés and Social Health: a Study on Men and Women from Tehran. Women's Studies Sociological and Psychological, 13(2), 37-66. [Text In Persian] Schirmer, F. & Geithner, S. (2018). Power relations in organizational change: an activity-theoretic perspective. Journal of Accounting & Organizational Change, 14(1), 9-32. https://doi.org/10.1108/JAOC-11-2016-0074 Seifolahi, N., & Hassanzade, T. (2019). Investigating the effect of organizational cynicism on workplace bullying. Managment, 10(1), 167-183. [Text In Persian] Sepahvand, R., Arefnezhad, M., Fathi Chgni, F., & Sepahvand, M. (2020). Relationship between Organizational Bullying and Organizational Silence with the Mediating Role of Violations of the Psychological Contract. Knowledge & Research in Applied Psychology, 21(2), 84-92. [Text In Persian] Shafi, A., Etebariyan, A., & Ebrahimzadeh Dastjerdi, R. (2018). Designing a Structural-Interpretative Model of Factors Affecting the Construction of Glass Ceilings based on the Delphi Method (A Case Study of Women Employed at the Headquarters of the National Iranian Oil Distribution Company). Women's Studies Sociological and Psychological, 16(2), 55-77. [Text In Persian] Shortland, S. and Perkins, S.J. (2020), "Women's expatriate careers: losing trust in organisational equality and diversity policy implementation?", Journal of Global Mobility, Vol. 8 No. 2, pp. 183-208. https://doi.org/10.1108/JGM-01-2020-0007 Simpson, R., & Altman, Y. (2001). The time bounded glass ceiling and young women managers: Career progress and career success - evidence from the UK. Journal of European Industrial Training, 190-198. Stainback, K., & Kwon, S. (2012). Female leaders, organizational power and sex segregation. The Annals of the American Academy of Political and Social Science, 639, 217 Stier, H., & Yaish, M. (2014). Occupational segregation and gender inequality in job quality: a multi-level approach. Work, Employment & Society, 2(28), 225-246. Sweida, G. L. & Reichard, R. J. (2013). Gender stereotyping effects on entrepreneurial self‐efficacy and high‐growth entrepreneurial intention. Journal of Small Business and Enterprise Development, 20(2), 296-313. https://doi.org/10.1108/14626001311326743 Watts, J. H. (2009), “Leaders of men: women “managing” in construction”, Work, Employment and Society, Vol. 23 No. 3, pp. 512-530. Wellington, J. (2010), Assessing the challenges and opportunities of women’s participation in the construction sector in Shire Endasllassie town. Gender mainstreaming policy dragon in Ethiopia. Journal of International BusinessManagement & Research, l(2). | ||
| کلیدواژه‌ها [English] | ||
| Power Transition (Hegemonic) Acceptance, Glass Ceiling Consequences, Interpretive Ranking Process (IRP) | ||
| مراجع | ||
|
احمدی بالادهی، سیدمهدی؛ دستور، علی و صالحی تیلکی، یحیی. (۱۳۹۷). بررسی رابطه بین ساختار سازمانی و منابع قدرت مدیران در ستاد فرماندهی انتظامی استان هرمزگان. فصلنامه توسعه سازمانی پلیس، ۱۵(۳)، ۸۹-۱۰۹. جنادله، علی و پویا، زهرا. (1398). موانع ارتقاء شغلی زنان در ایران: الزامات نقشی یا محدودیت‌های ساختاری (فراتحلیل کیفی مطالعات دهۀ اخیر). فصلنامه علوم اجتماعی، 26(84)، 9-40. چراغی، نسرین و حسنی، رفیق. (1398). پیامدها و دلایل ورود زنان به مشاغل مردانه(سخت). فصلنامه علمی- پژوهشی زن و جامعه، 10(40)، 127-154. خداوردی، محمدمهدی؛ گرجی، محمدباقر؛ نصیری، مجید و رستگار، عبدالغنی. (1399). ارائه الگوی اولویت‌های پیشگیری قلدری سازمانی: رویکرد فراگیر تفسیری-ساختاری. مدیریت فرهنگ سازمانی، 18(3)، 485-515 خیراندیش، مهدی؛ خامه‌چی، حامد و پشوتنی‌زاده، هومن. (1399). الگوی پیامدهای کیفیت زندگی‌کاری با رویکرد ترکیبی فراتحلیل و مدل‌سازی ساختاری تفسیری. مطالعات منابع انسانی، 10(1)، 27-52. سپهوند، رضا؛ عارف‌نژاد، محسن؛ فتحی‌چگنی، فریبرز؛ سپهوند، مسعود. (1399). رابطۀ قلدری سازمانی و سکوت سازمانی با نقش میانجی نقض قرارداد روان‌شناختی. دانش و پژوهش در روان‌شناسی کاربردی، 21(2)، 84-92 سیف، الهین؛ زادهت، حسن. (۱۳۹۸). بررسی تاثیر ابعاد بدگمانی سازمانی بر قلدری محیط‌کار. پژوهش‌نامه مدیریت تحول، 10(1)، 167-183. شفی، آرزو؛ اعتباریان، اکبر؛ ابراهیم‌زاده دستجردی، رضا. (1397). طراحی مدل تحلیل ساختاری-تفسیری عوامل مؤثر بر ایجاد سقف شیشه‌ای بر اساس تحلیل دلفی (مطالعۀ موردی: زنان شاغل در ستاد شرکت ملّی پخش فراورده‌های نفتی ایران). مطالعات اجتماعی روان شناختی زنان، ۱۶(۲)، ۵۵-۷۷. غلامزاده، داریوش؛ حق‌شناس کاشانی، فریده و محمدخانی، فاطمه. (1394). تأثیر سبک رهبری بر باورهای سقف شیشه‌ای زنان. مطالعات اجتماعی روان شناختی زنان، 13(3)،197- 275197. فرح‌بخش، سعید؛ نیک‌پی، ایرج و قنبری، راضیه. (1395). تأثیر سقف شیشه ای بر ایده های خلاقانة زنان با تعدیل‌گری متغیر خودپنداره.فصلنامه زن در توسعه و سیاست،14(2)، 161-180. قاسمی، زهرا؛ حسین قلی زاده، رضوان و نوغانی دخت بهمنی، محسن. (۱۳۹۷). عوامل مؤثر بر توزیع قدرت در شبکه سازمانی با تأکید بر رویکرد تحلیل شبکه. پژوهشهای مدیریت منابع سازمانی، ۸(۱)، ۱۳۳-۱۵۵. ملایی، پخشان؛ الوانی، سیدمهدی؛ زاهدی، شمس السادات و علی‌نژاد، علیرضا. (۱۳۹۹). فراتحلیلی بر شناسایی موانع ارتقاء زنان به سطوح مدیریت در سازمان‌های دولتی ایران. فصلنامه مشاوره شغلی و سازمانی، ۴۲(۱)، ۱۹۹-۲۲۴. Ahmadi Baladehi, S. M., Dastoor, A., & Salehi Tileki, Y. (2018). Investigating the Relationship between Organizational Structure and Managers' Power Sources in Hormozgan Province Police Headquarters. Police Organizational Development, 15(66), 89-109. [Text In Persian]
Aksoy, C. G., Carpenter, C. S., Frank, J., & Huffman, M. L. (2019). Gay glass ceilings: Sexual orientation and workplace authority in the UK. Journal of Economic Behavior & Organization, 159, 167-180.
Ashby, J., Ryan, M., & Haslam, S. (2007). Legal work and the glass cliff: Evidence that women are preferentially selected to lead problematic cases. William and Mary Journal of Women and the Law, 13(3), 775–793.
Avelino, F., Wittmayer, J, M. (2016). Shifting Power Relations in Sustainability Transitions: A Multi-actor Perspective. Journal of Environmental Policy & Planning, 18(5), 628-649.https://doi.org/10.1080/1523908X.2015.1112259
Barnet-Verzat, C., & Wolff, F-C. (2008). Gender wage gap and the glass ceiling effect: a firm level investigation. International Journal of Manpower, 29(6), 486-502. http://dx.doi.org/10.1108/01437720810904185
Basfirinci, C., Cilingir Uk, Z., Karaoglu, S. & Onbas, K. (2019). Implicit occupational gender stereotypes: a research among Turkish university students. Gender in Management, 34(2), 157-184.https://doi.org/10.1108/GM-07-2018-0084
Belic, J., Miklosi, Z. (2020). Cosmopolitanism and unipolarity: the theory of hegemonic transition, Critical Review of International Social and Political Philosophy, https://doi.org/10.1080/13698230.2020.1766815
Booysen, L. A. E., & Nkomo, S. M. (2010). Gender role stereotypes and requisite management characteristics: The case of South Africa. Gender in Management: An International Journal, 25(4): 285-300. http://dx.doi.org/10.1108/ 175424 110 11048164
Brannon, L. (1999).Gender psychological: perspective. Boston .Allyn American psychologist, 31-12
Cailin, S., Stamarski., Leanne, S., & Son, H. (2015). Gender inequalities in the workplace: the effects of organizational structures, processes, practices, and decision makers’ sexism. Frontiers in Psychology.
Cenzo, D., & Robbins, S. (1996). Human Resource Management. Wiley, Fifhth.
Cheraghi, N., & Hasani, R. (2019). Consequences and causes of women's entry into men's (hard) works. Quarterly Journal of Women and Society, 10(40), 127-154. [Text In Persian]
Choi, S., & Park, Ch, O. (2018). Glass Ceiling in Korean Civil Service: Analyzing Barriers to Women’s Career Advancement in the Korean Government. Public Personnel Management, 43(1), 118-139.https://doi.org/10.1177/ 00910260 135 16933
Cornelius, N., & Skinner, D. (2005). An alternative view through the glass ceiling using capabilities theory to reflect on the career journey of senior women. Women in Management Review, 20(8), 595-609.
Darouei, M., & Pluut, H. (2018). The paradox of being on the glass cliff: why do women accept risky leadership positions?, Career Development International, 23(4), 397-426.
De Cieri, H., Sheehan, C., Donohue, R., Shea, T., & Cooper, B. (2019). Workplace bullying: an examination of power and perpetrators. Personnel Review, 48(2), 324-341. https://doi.org/10.1108/PR-02-2018-0057
DeSimone, K. (2020). Beyond gender: reconceptualizing understandings of work–life balance and the extreme work model for 21st-century high-potential top earners. Journal of Organizational Change Management, https://doi.org/10.1108 /JOCM-02-2020-0042
Dimovski, V., Skerlavaj, M., Kim Man, M. (2010). ‘Is there a glass ceiling for Female managers in Singapore organizations? Management Journal, 5(4), 307-329
Eagly A. H., & Chin J. L. (2010). Are memberships in race, ethinicity, and gender categories merely surface characteristics? The American Psychologist, 65 (9), 934-5.
Edirisinghe, C, L. (2018). The Paradox of Glass Ceiling Effect: A Study on the Individual Barrier and Organizational Barrier among Female Executives in the Selected Large Apparel Industry, Sri Lanka. International Journal of Scientific and Research Publications, 8(8), 123-149.
Farahbakhsh, S., Nikpey, I., & Ghanbari, R. (2016). Effect of the glass ceiling on women creative ideas with moderating of self-concept. Women in Development & Politics, 14(2), 161-180. [Text In Persian]
Gan, I. (2020). The allegory of the university: Employee voice, employee silence, and organizational power. Qualitative Research Reports in Communication.
Gavara, C. M., & Zarco, A. I. J. (2015). The Power of Women Business Angels: Breaking the Double Glass Ceiling That Limits Women’s Entrepreneurial Dreams. In: Syna H. D., Costea CE. (eds) Women’s Voices in Management. Palgrave Macmillan, London. https://doi.org/10.1057/9781137432155_14
Gholamzadeh, D., Haghshenase Kashani, F., & Mohammadkhani, F. (2015). The influence of leadership style on the womens’ glass ceiling beliefs. Women's Studies Sociological and Psychological, 13(3), 275-197. [Text In Persian]
Gummer, B. (2008). Getting In, and Staying In, "The Loop": Networking and Organizational Power. Administration in Social Work, 18(1), 107-124. https://doi.org/10.1300/J147v18n01_06
Heilman, M. E. (2001). Description and prescription: How gender stereotypes prevent women's ascent up the organizational ladder. Journal of Social Issues, 57(4), 657–674.
Hejazi, E., & Rezadost, Z. (2012). Influence of Gender & Gender Roles on Friendship Patterns. Quarterly Journal of Women and Society, 3(11), 54-78. [Text In Persian]
Hill, J. N. C. (2019). The evolution of authoritarian rule in Algeria: linkage versus organizational power. Democratization, 26(8), 1382-1398. https://doi.org/10.1080/13510347.2019.1641694
Hodgins, M., MacCurtain, S. & Mannix-McNamara, P. (2020). Power and inaction: why organizations fail to address workplace bullying. International Journal of Workplace Health Management, 13(3), 265-290. https://doi.org/10.1108/IJWHM-10-2019-0125
Janadleh, A., & Pouya, Z. (2019). Barriers to Women’s Job Promotion in Iran: Role Requirements or Structural Limitations (A Qualitative Meta-analysis of the Recent Decade). Social Sciences, 26(84), 9-40. [Text In Persian]
Jung, H., & Cho, J. (2020). Gender inequality of job security: veiling glass ceiling in Korea. Journal of The Asia Pacific Economy, 25(1), 79-89. https://doi.org/10.1080/13547860.2019.1631528
Khodaverdi, M., Gorji, M., Nasiri, M., & Rastgar, A. (2020). Providing a Model of Organizational Bullying Prevention Priorities: A Total Interpretive Structural Model (TISM). Organizational Culture Management, 18(3), 485-515. [Text In Persian]
Lathabhavan, R., & Balasubramanian, S. A. (2017). Glass Ceiling and women employees in Asian organizations: a tri-decadal review. Asia-Pacific Journal of Business Administration, 9(3), 232-246. https://doi.org/10.1108/APJBA-03-2017-0023
Lilly, E. R. (1989). The Determinants of Organizational Power Styles. Education Review, 41(3), 281-293.
Loughran, T., & McDonald, B. (2017). Old Glass Ceiling are hard to break: Gender usage Trends in Annual Reports. Studies in Communication Sciences, 77(2), 1-7. https://doi.org/10.1080/0013191890410308
Lu, C., Li, H., & Xu, T. (2020). Do profitability and authenticity co-exist? A model of sales promotion stereotype content and its perception differences among groups. Journal of Contemporary Marketing Science, 3(3), 333-363. https://doi.org/10.1108/JCMARS-08-2020-0033
Lu, W., Wei, Y., & Wang, R. (2020). Handling inter-organisational conflict based on bargaining power: Organisational power distance orientation matters. International Journal of Conflict Management, 31(5), 781-800. https://doi.org/10.1108/IJCMA-06-2019-0092
Mastio, E. and Dovey, K. (2019). Power dynamics in organizational change: an Australian case, International Journal of Sociology and Social Policy, 39(9/10), 796-811. https://doi.org/10.1108/IJSSP-07-2019-0142
Mathur-Helm, B. (2006). Women and the glass ceiling in South African banks: an illusion or reality? Women in Management Review, 21(4), 311-326. http://dx.doi.org/10.1108/09649420610667028
Molaei, P., Alvani, S., Zahedi, S., & Alinejad, A. (2020). A meta-analysis on the obstacles to women's promotion to the levels of governance in Iranian government agencies. Career and Organizational Counseling, 12(42), 199-224. [Text In Persian]
Monserrat, S. I., & Simmers, C. A. (2020). Human and social capital as influencers on women’s careers: Rosemary Pledger’s path to career success and mobility. Journal of Management History, 26(4), 471-489.https://doi.org/10.1108/JMH-11-2019-0069
Park, S., Jo, S. J. & Park, C. K. (2019). The influence of hierarchical organizational culture, supportive environment and sexual harassment on Korean women’s work-to-family enrichment. European Journal of Training and Development, 43(3/4), 398-414. https://doi.org/10.1108/EJTD-09-2018-0095
Pathania, A., & Rasool, G. (2019). Investigating power styles and behavioural compliance for effective hospital administration, An application of AHP. International Journal of Health Care Quality Assurance, 32(6), 958-977. https://doi.org/10.1108/IJHCQA-02-2018-0059
Patterson, E., Branch, S., Barker, M. and Ramsay, S. (2018). Playing with power: Examinations of types of power used by staff members in workplace bullying a qualitative interview study. Qualitative Research in Organizations and Management, 13(1), 32-52. https://doi.org/10.1108/QROM-10-2016-1441
Powell, L., & Tilt, C. (2017). The examination of power and politics in a conservation organization. Accounting, Auditing & Accountability Journal, 30(3), 482-509. https://doi.org/10.1108/AAAJ-01-2015-1933
Rapkin, D., & Thompson, W. (2010). Power Transition, Challenge and the (Re) Emergence of China. International Interaction, 29(4), 315-342. https://doi.org /10.1080/714950652
Roberto, F., Rey, A., Maglio, R., & Agliata, F. (2020). The academic “glass-ceiling”: investigating the increase of female academicians in Italy. International Journal of Organizational Analysis, 28(5), 1031-1054. https://doi.org/10.1108/ IJOA-06-2019-1779
Rodriguez, J. K., & Stewart, P. (2017). HRM and work practices in Chile: the regulatory power of organisational culture. Employee Relations, 39(3), 378-390. https://doi.org/10.1108/ER-02-2017-0034
Ryan, M., & Haslam, A. (2005). The glass cliff: Evidence that women are over-represented in precarious leadership positions. British Journal of Management, 16(2), 81-90. http://dx.doi.org/10.1111/j.1467-8551.2005.00433.x
Saeedi, Z., Noorbala, F., & Hamzavi Abedi, F. (2016). Gender Stereotypical Beliefs: Implicit Stereotypes towards Occupations and the Effect of Exposure to Counter-stereotypic Examples. Advances in Cognitive Sciences, 18(1),79-88. [Text In Persian]
Safiri, K., & Mansoirian Ravandi, F. (2015). Gender Clichés and Social Health: a Study on Men and Women from Tehran. Women's Studies Sociological and Psychological, 13(2), 37-66. [Text In Persian]
Schirmer, F. & Geithner, S. (2018). Power relations in organizational change: an activity-theoretic perspective. Journal of Accounting & Organizational Change, 14(1), 9-32. https://doi.org/10.1108/JAOC-11-2016-0074
Seifolahi, N., & Hassanzade, T. (2019). Investigating the effect of organizational cynicism on workplace bullying. Managment, 10(1), 167-183. [Text In Persian]
Sepahvand, R., Arefnezhad, M., Fathi Chgni, F., & Sepahvand, M. (2020). Relationship between Organizational Bullying and Organizational Silence with the Mediating Role of Violations of the Psychological Contract. Knowledge & Research in Applied Psychology, 21(2), 84-92. [Text In Persian]
Shafi, A., Etebariyan, A., & Ebrahimzadeh Dastjerdi, R. (2018). Designing a Structural-Interpretative Model of Factors Affecting the Construction of Glass Ceilings based on the Delphi Method (A Case Study of Women Employed at the Headquarters of the National Iranian Oil Distribution Company). Women's Studies Sociological and Psychological, 16(2), 55-77. [Text In Persian]
Shortland, S. and Perkins, S.J. (2020), "Women's expatriate careers: losing trust in organisational equality and diversity policy implementation?", Journal of Global Mobility, Vol. 8 No. 2, pp. 183-208. https://doi.org/10.1108/JGM-01-2020-0007
Simpson, R., & Altman, Y. (2001). The time bounded glass ceiling and young women managers: Career progress and career success - evidence from the UK. Journal of European Industrial Training, 190-198.
Stainback, K., & Kwon, S. (2012). Female leaders, organizational power and sex segregation. The Annals of the American Academy of Political and Social Science, 639, 217
Stier, H., & Yaish, M. (2014). Occupational segregation and gender inequality in job quality: a multi-level approach. Work, Employment & Society, 2(28), 225-246.
Sweida, G. L. & Reichard, R. J. (2013). Gender stereotyping effects on entrepreneurial self‐efficacy and high‐growth entrepreneurial intention. Journal of Small Business and Enterprise Development, 20(2), 296-313. https://doi.org/10.1108/14626001311326743
Watts, J. H. (2009), “Leaders of men: women “managing” in construction”, Work, Employment and Society, Vol. 23 No. 3, pp. 512-530.
Wellington, J. (2010), “Assessing the challenges and opportunities of women’s participation in the construction sector in Shire Endasllassie town. Gender mainstreaming policy dragon in Ethiopia”. Journal of International BusinessManagement & Research, l(2).
| ||
|
آمار تعداد مشاهده مقاله: 523 تعداد دریافت فایل اصل مقاله: 363 |
||