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fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Languages: English
Types: Article
Subjects: HD28, BF
Purpose: Women remain underrepresented at senior levels in global investment banks. By investigating promotion processes in this sector, and using the concept of a multi-level, relational framework, this paper seeks to examine macro, micro, and meso-level influences, and the interplay between them, as explanations for why more progress is not being made.\ud \ud Design/Approach: Data is taken from two projects with a total of 50 semi-structured interviews with male and female directors and managing directors, across six investment banks discussing careers and promotions. An inductive approach was taken to data analysis.\ud \ud Findings: Women’s lack of representation at the top of investment banks is not simply an individual level problem but is the result of the dynamic interplay between macro and meso-level influences which impact individual agency, identity and perception of fit.\ud \ud Research Limitations/Implications: Public debate should be refocused around the meso-level influences of what organizations can do to promote more inclusive cultures and structures thereby enabling more women to achieve Managing Director positions in investment banking.\ud \ud Originality/Value: The paper considers challenges women face in their promotion to Managing Director using a multi-level framework demonstrating the impact of each level and their interconnectedness. It contributes to the limited qualitative research exploring the career experiences of senior level individuals in global financial services firms.
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    • Acker, J. (2006), "Inequality regimes: gender, class and race in organizations", Gender and Society, vol. 20, pp. 441-464.
    • Anderson, D., Vinnicombe, S. and Singh, V. (2010), "Women partners leaving the firm: choice, what choice?", Gender in Management, vol. 25, no. 3, pp. 170-183.
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    • Bevelander, D. and Page, J.P. (2011), "Ms. Trust: gender, networks and trust - implications for management and education", Academy of Management Learning & Education, vol. 10, no. 4, pp. 623-642.
    • Holgersson, C. (2012), "Recruiting Managing DIrectors: Doing homosociality", Gender Work and Organization, Early view - DOI: 10.1111/j.1468-0432.2012.00595.x Schultz, F. and Wehmeier, S. (2010), "Institutionalization of corporate social responsibility within corporate communications", Corporate Communications, vol. 15, no. 1, pp. 9-29.
    • Sealy, R. (2010), "Changing Perceptions of Meritocracy in Senior Women's Careers", Gender in Management: An International Journal, vol. 25, no. 3, pp. 184-197.
    • Sealy, R. and Singh, V. (2010), "Role models, work identity and senior women's career progression - Why are role models important?", International Journal of Management Review, vol. 12, no. 3, pp. 284-300.
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