Leadership selection: Can changing the default break the glass ceiling?

Leadership selection often requires candidates to actively choose to express their interest. Using a series of incentivized experiments with more than 1000 participants, we compare such an Opt-in mechanism with an Opt-out mechanism where everyone qualified for the position is in the candidate pool by default, but individuals can choose to opt out of the selection process. The results reveal a gender gap in participation decisions under the Opt-in mechanism. The gender gap exists even when individuals know they are the top performers, suggesting helping women improve their performance may not necessarily reduce gender gaps. Importantly, women are more likely to participate under the Opt-out mechanism and gender gaps in leadership selection are reduced.     

Evaluating barriers to implementing green supply chain management: An example from an emerging economy

Abstract

This study proposes a fuzzy-based VIKOR (VIseKriterijumska Optimizacija I Kompromisno Resenje) framework for evaluating barriers to implementing green supply chain management (GSCM) in the context of an emerging economy. The methodology uses a mix method approach combining literature review and opinions of some selected managers from the plastic industry of Bangladesh to identify four main-barriers and twenty-five sub-barriers relevant to GSCM implementation. Fuzzy-VIKOR approach was applied to aid in the analysis of the barriers in the plastic industry of Bangladesh. The findings of the study show the order/rank of intensity and severity of the main-barriers to implementing GSCM practices in the plastic industry of Bangladesh as follows: ‘inadequate knowledge and support’, ‘insufficient technology and infrastructure’, ‘financial constraints and unsupportive organizational’ and ‘operational policies’. The results also show the rankings of the sub-barriers under each main barriers. This research contributes to the literature in a number of ways. First, it identifies multi-levels of barriers to GSCM implementation. Secondly, it identifies and proposes alternative action plans (strategies) to help mitigate and implement GSCM practices. Though this study has significant contributions, a number of limitations do exist. The barriers in this study were identified using the extant literature review and industrial managers’ opinions. A more scientific approach and empirical validation is required, especially in the plastic manufacturing industry of Bangladesh to identify more new challenging barriers. However, this study can provide managers with a better understanding of the barriers to implementing GSCM practices and motivate the researchers to further extend the investigation on the insights for developing strategic plans for implementing GSCM practices in the plastic industry of Bangladesh.     

Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management

Strategic human resource management theory suggests that diversity and equality management (DEM) systems provide a firm with a competitive advantage, leading to superior performance. This study proposes and tests a moderated mediation model focusing on antecedents (i.e. top management team gender diversity) and consequences (i.e. performance) of DEM systems in the context of lower through middle management (LTMM) gender diversity. The model was tested in 248 medium-to large-sized organizations using time-lagged survey and archival data. The findings provide full support for the hypothesis that a gender-diverse top management team is positively associated with DEM systems. The results provide partial support for the following hypotheses: DEM systems are positively associated with performance and this relationship is moderated by LTMM gender diversity; and DEM systems mediate the relationship between TMT gender diversity and performance. We discuss theoretical, research and practical implications.