Female underrepresentation in project-based organizations exposes organizational isomorphism

Abstract

Purpose

The purpose of this paper is to investigate the structural career barriers in project-based construction and property development organizations in Australia, and explore how these affect women and their project careers. It applies the insights of the institutional theory to explain how the process of normative isomorphism continues to reproduce female underrepresentation in those organizations.

Design/methodology/approach

Based on an exploratory interpretive approach, this study consisted of 16 in-depth interviews with female project managers from the Australian construction and property industry.

Findings

The research shows that organizational practices may contribute to the ongoing female underrepresentation in the Australian construction and property development industries. The structural career barriers unique to project organizations include work practice, presenteeism, reliance on career self-management and the “filtering of personnel” in recruitment and promotion practices.

Research limitations/implications

The results support the institutional theory as an explanation for the factors that influence women’s’ perceptions of their project management careers. Addressing inequity between men and women is perceived as an organizational choice.

Practical implications

To achieve a substantive change in the numbers of women in project management, organizational leaders in male dominated industries such as construction and property development are encouraged to think strategically about how to overcome the access and opportunity that affect women’s career progress.

Originality/value

Drawing on the institutional theory, this study explores how the process of normative isomorphism may reproduce female underrepresentation and gender segregation in traditional project-based organizations.

Citation

Baker, M. and French, E. (2018), "Female underrepresentation in project-based organizations exposes organizational isomorphism", Equality, Diversity and Inclusion, Vol. 37 No. 8, pp. 799-812. https://doi.org/10.1108/EDI-03-2017-0061