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The networking practices of women managers in an emerging economy setting: negotiating institutional and social barriers
Journal article   Peer reviewed

The networking practices of women managers in an emerging economy setting: negotiating institutional and social barriers

Saskia De Klerk and M L Verreynne
Human Resource Management Journal, Vol.27(3), pp.477-501
2017
url
https://doi.org/10.1111/1748-8583.12151View
Published Version

Abstract

emerging economy focus group identity interactionism networking women managers
Women managers face institutional and social barriers throughout their careers. In this research, we use networking and symbolic interactionism theories to explain how they network while negotiating these impediments in an emerging economy setting. Focus-group data revealed three themes. The women in our study, as predicted by networking theory, use networks to bolster career outcomes, although some also use non-influential networks or network ineffectively. Next, symbolic interactionism explains how expectations of, and personal reflections on, networking lead to a lack of confidence and feelings of guilt that can be career limiting. However, when women understand that their unique networking approach can be powerful, they gain social capital that enhances their leadership. Last, patriarchal cultures of emerging economy settings support stereotypical gender roles, leaving women conflicted between competition and mutual support, thus redefining the so-called Queen Bee phenomenon. We conclude by showing how women can use networking to enhance career and personal development. © 2017 John Wiley & Sons Ltd

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Domestic collaboration
Web Of Science research areas
Industrial Relations & Labor
Management

UN Sustainable Development Goals (SDGs)

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#5 Gender Equality
#10 Reduced Inequalities

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