Examines the “glass ceiling”, a putative invisible barrier but one that women experience as a very real impediment when vying for mobility, from a cultural perspective. In the case of “ethnic”, “coloured” and aboriginal women, the barrier is more often than not more visible with “concrete‐like” qualities of opaqueness. Argues that traditional images, meanings, expectations, values, assumptions and beliefs embedded in organizations with predominantly male management cultures and psycho‐structures need to be audited and, subsequently, changed. Emphasizes the urgency for cultural change in organizational structures to prevent the further emasculation and marginalization of women and other disfranchised actors in favour of a cultural diversity that accommodates gender, ethnicity and other social differences in action imperative for innovation and globalization. Identifies strategies for obliterating glass and concrete ceilings and achieving gender‐ and ethnic‐based equity in career opportunities.
Korac‐Kakabadse, N. and Kouzmin, A. (1997), "Maintaining the rage: from “glass and concrete ceilings” and metaphorical sex changes to psychological audits and renegotiating organizational scripts ‐ part 1", Women in Management Review, Vol. 12 No. 5, pp. 182-195. https://doi.org/10.1108/09649429710182350Download as .RIS
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