The academic “glass-ceiling”: investigating the increase of female academicians in Italy

Abstract

Purpose

This study addresses gender composition in universities. The purpose of this study is to define the vertical and horizontal gender segregation in both public and private universities. In particular, it measures the gender distribution throughout academic careers across levels and time, and among fields of science in Italian academia.

Design/methodology/approach

The authors adopted the framework of Blackburn et al. (2002) as a theoretical lens through which they examine and explain occupational gender segregation in the university context. A mixed methodology of both document analysis and examining some statistical indicators was used to create gender-disaggregated measures to help the authors answer their research questions. The data collected represent academia in Italy for the period 2010-2018. The data were obtained from the Italian Ministry of Education, University and Research.

Findings

The authors show the gendered nature of academic institutions in Italy. In particular, the authors acknowledge that hierarchies of power exist that privilege men and the masculine and devalue women and the feminine within academic institutions.

Practical implications

This paper provides theoretical and practical findings that support the literature on gender issues in universities and other public and/or private institutions. The academic community, practitioners and policymakers can use the results to design measures to address gender inequality in academia.

Originality/value

To the best of the authors’ knowledge, this paper is novel because it provides gender-relevant insights on the gender composition in universities in the Italian context. These insights are also relevant for academic institutions that operate in an international setting.

Citation

Roberto, F., Rey, A., Maglio, R. and Agliata, F. (2020), "The academic “glass-ceiling”: investigating the increase of female academicians in Italy", International Journal of Organizational Analysis, Vol. 28 No. 5, pp. 1031-1054. https://doi.org/10.1108/IJOA-06-2019-1779