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This paper introduces ideas to reduce talent scarcity by binding female talent in India. As a theoretical lens Neo-Institutionalism in the Indian context is combined with the family-relatedness of work decision model. The qualitative research design and first results as well as propositions for companies are included.
Das Ziel dieses Artikels ist es, Handlungsoptionen für das Marketing Management im Umgang mit dem Thema Gleichstellung aufzuzeigen. Dazu wird auf Basis einer Literaturanalyse (1998-2018) der Begriff der Gleichstellung im Marketing anhand des Sustainable Development Goals (SDG) 5 eingegrenzt und in einer Matrix nach dem Implementierungsgrad dargestellt. Von Gender Equality Marketing wird gesprochen, wenn das SDG 5 durch das Unternehmen unterstützt wird und diese Unterstützung im Rahmen aller Managementebenen gleichzeitig realisiert wird.
Mehr Start-up im Konzern
(2018)
Performance Management
(2013)
Performance Management
(2013)
The paradox of Indian women’s declining presence in the labor market despite their
advancements in higher education leads to questions regarding how this “leaky pipeline” can be
patched and (partly) prevented. At the same time, female educational advancement in Western
countries, such as Germany, does not equate to significantly more females in leadership positions
or changes in gender role expectations. In both the Indian and German contextual setting, women
face hurdles in developing their career and the risk of lifelong dependency or poverty.
This paper clarifies the perspectives of young females on leadership careers and success
before they enter the labor market and uses the results from career research to show “blind spots”
that might lead to hurdles for their future careers. The second contribution of the paper is
envisioning future teaching that (1) prevents females from making decisions that might lead to
dependency and poverty while fulfilling organizational and societal gender role expectations and
(2) fosters organizational changes that facilitates female careers. The Paper also reflects on the
learning stages necessary for transforming theoretical knowledge into practical solutions and
promoting more equal opportunities in the labor market.
Talent scarcity in emerging economies such as India poses challenges for companies. Limited labour market participation among well-educated women has been observed. The reasons that professionals decide not to pursue a further corporate career remain unclear. By investigating their career decision making, this handout summerizes research results from a study that aims to highlight the contextual factors that impact those decisions.
Following a qualitative research design interviews with internationally experienced Indian business professionals show that rebellion against Indian societal and family expectations is essential to following a career path, especially for women. The current institutional framework of society and organizations serves as a legitimizing façade veiling traditional practices that hinder females’ careers.
This chapter examines the integration of Sustainable Development Goal 5 (SDG 5) into identity-based brand management by focusing on Dove’s brand management as a case study. The Dove “Real Beauty” campaign highlights the potential for brands to address gender equality and female empowerment by aligning with pro-female and feminist principles. A narrative literature review shows how the components of identity-based brand management have been observed in scholarly discussions. Despite mixed responses and criticisms, Dove initiated important conversations around beauty standards and gender equality. The chapter emphasizes the need for authenticity, sensitivity, and continuous improvement in integrating SDG 5 into brand management while acknowledging the potential risks and limitations of consumerist therapy and false hopes. Future research could therefore explore diverse brands, industries, and cultural contexts, as well as the role of intersectionality in identity-based brand management.
This chapter provides an overview of the gender aspects that are relevant to Talent Management, acknowledging gender as a social construction of the purportedly adequate behaviors and traits exhibited by males and females as the result of education and socialization processes. It discusses gendered perspectives and the needs of current and future key players, such as work–family balance and dual-career challenges, because they influence the decisions of talent to join, remain with, or leave organizations. The chapter focuses on well-qualified female professionals who are willing to invest in themselves and value their significant involvement in their work. By applying a gender lens, it addresses a gap in the Talent Management discussion and aims to contribute to the development of Talent Management on both the theoretical and practical level. If Talent Mangement systematically includes employees in mid- and late career and enables them to learn throughout their careers, it will expand its target groups.
Variabel vergüten : Leitfaden für die Gestaltung von Entgeltsystemen in Banken und Sparkassen
(2007)
Variable Vergütung in Banken
(2003)