Diversity in Executive Networks: A National Study of Women's Representation in Private Sector Economic Development
1995; Pittsburg State University; Volume: 7; Issue: 3 Linguagem: Inglês
ISSN
1045-3695
Autores Tópico(s)Gender Diversity and Inequality
ResumoNumerous studies have investigated the extent of women's participation in positions of influence in the business community, including representation in the ranks of managers (Forbes et al., 1988; U.S. Equal Employment Opportunity Commission, 1971, 1983, 1985), memberships on corporate boards of directors (Elgart, 1983; Kesner, 1988; Von Glinow and Krzyczkowska-Mercer, 1988), status as officers of large corporations (Korn/Ferry International, 1982; Von Glinow and Krzyczkowska-Mercer, 1988), and leadership of small business enterprises (Leavitt, 1988; The Economist, 1987). This study extends this body of literature to the set of influential positions that women may hold in organizations which themselves represent the business community: memberships in the executive networks known as economic development organizations. An economic development organization (EDO) is loosely structured federation of business leaders that seeks to improve the overall business climate in its domain through such activities as the attraction of new industries, the protection of existing industries, and the management of domain infrastructures. EDOs provide leadership within the business community, and, as major government lobbyists, they constitute an important component of the interorganizational environment within which public organizations operate (Wise, 1990). EDO memberships are dominated by the CEOs and the owners of companies. EDOs differ from industry associations in that they do not focus their membership in any single industry, such as the insurance industry or the semi-conductor industry, but instead seek membership representation from the business community as whole or from broad sector of that community, such as the high technology sector or the manufacturing sector. Examples of EDOs are business roundtables, chambers of commerce and industrial councils. In the United States, economic development, at both the national and state levels, is decentralized process in which business and government roles are clearly separated. Within this process, which involves business organizations, governmental agencies, lobbyists, and legislatures, EDOs have emerged as important sources of business influence (Useem, 1984). Within the typology for interorganizational relationships established by Aldrich and Whetten, each EDO is an action set, a group of organizations that have formed temporary alliance for limited purpose (Aldrich and Whetten, 1981: 387). There are several reasons why understanding patterns of women's integration into EDOs is important. To begin with, women's participation at this level of meta-organization is new measure of women's increasing advancement through the American business hierarchy. In the last decades women have moved to ever higher levels in their companies. Many have started their own companies. One additional level of participation in the business community is membership in the meta-organization. To become leader among leaders represents new challenge for women. Moreover, it should not be assumed that women will succeed at this level. Whereas an individual company is subject to various external pressures to include diverse employees, EDOs, like corporate boards (Driscoll and Goldberg, 1993), are much more like private clubs. Whether women, and indeed other minorities, will be able to join such powerful voluntary associations remains to be seen. EDOs represent type of interorganizational network that is comprised largely of white males, and understanding patterns of women's EDO representation may elucidate factors affecting women's and minorities' participation in elite male groups in general. Finally, women executives who join EDOs may operate differently than their male counterparts. Increasingly, scholars suggest the need to account for gender in organizational analysis (Mills and Tancred, 1992). In particular it has been suggested that organizational cultures are importantly altered, in terms of values systems and behaviors, by the gender factor (Mills, 1992). …
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