Corina Sheerin

Gender performativity and hegemonic masculinity in investment management

Purpose Through an examination of the everyday organisational and social practices, this paper aims to consider gender performativity and hegemonic masculinity within front office investment management. At the core of this research is the need to understand the interactions between gender, power and patriarchy. Design/methodology/approach An interpretivist philosophical stance underpins the study. A theory-building approach using 19 semi-structured interviews with investment management employees based in Ireland was undertaken. Findings The findings highlight a sector in which gender is performed in line with sectoral expectations, which place men in positions of dominance with hegemonic masculinity inherent. The organisational structures and daily interactions are imbued with male norms, which dictate how gender is to be performed, and which places women firmly as “different” and “outsiders”. These mechanisms of inequality are further supported by men’s “blocked reflexivity”. Practical implications The findings of this study indicate clear evidence of a “patriarchal dividend”, which is underpinned by the maintenance of closure regimes and gender blindness particularly, among senior male gatekeepers. Such results call for policymakers to go beyond goals of numerical parity and ensure transparency and equality across all aspects of work. A holistic and multifaceted approach to addressing issues of gendered culture and the normalisation of men’s privileged relationship with power positions is needed. Originality/value This paper is situated within a relatively under-researched labour market space, that of investment management. The findings conceptualise gender as a social process, thus facilitating traditional assumptions about gender at work as a single entity to be challenged. The results also advance theoretical insights of misogynistic work cultures and hegemonic masculinity through the analysis of gendered behaviours within this traditionally male environment.

Gender Segregated Labour Spaces and Social Capital - Does Context Matter?

Purpose This research aims to explore the role of social capital and specifically networks in role, and career development for women within two very distinct gender-segregated contexts of the labour market, namely, investment management and human resource management (HRM). Design/methodology/approach This research is qualitative in nature, underpinned by an interpretivist philosophical stance. Thematic analysis is used to analyse the findings from 32 in-depth interviews with HR and investment management managers. Findings The findings advance our understanding of social capital and its development as a social process, which differs according to labour market contexts. The results indicate divergence among participants regarding how they access networks as well as the perceived role and benefits of networking and social capital accumulation in their career and personal development. Practical implications For human resource development (HRD) practitioners, there are implications in relation to the need to tailor development and support structures cognisant of the occupational context. Specifically, the findings of this study indicate the acute need to support network access for those “outsider” women in male-dominated spaces. A need to enhance awareness of the benefits of networks to both organisations and employees across the labour market is warranted. For organisations, networks underlie social capital accumulation, which in turn increases efficiency and generates business solutions. For the employee, networks are an important self-development and career advancement tool. Such connections need to be supported and developed. Within patriarchal spaces particularly, HRD professionals need to provide support to women in extending their networks both within and outside the organisation. Originality/value This research makes an essential contribution to the literature by examining the influence of context in the development of social capital within two polarized labour market locations. The findings highlight the difficulties women face when developing social capital in investment management in contrast to the relative ease, which HRM professionals experience. Such findings also bring to light the essential role of HRD professionals as advocates for change in such contexts.