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Maintaining the rage: from “glass and concrete ceilings” and metaphorical sex changes to psychological audits and renegotiating organizational scripts ‐ Part 2

Nada Korac‐Kakabadse (Senior Research Fellow at Cranfield School of Management, Bedford, UK)
Alexander Kouzmin (Foundation Chair in Management, Department of Management and Administration, University of Western Sydney, New South Wales, Australia)

Women in Management Review

ISSN: 0964-9425

Article publication date: 1 September 1997

964

Abstract

From a cultural perspective, examines the “glass ceiling”, a putative invisible barrier but one that women experience as a very real impediment when vying for mobility. 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.

Keywords

Citation

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 2", Women in Management Review, Vol. 12 No. 6, pp. 207-221. https://doi.org/10.1108/09649429710182422

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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