Why Are Women Isolated? The Effect of Organizational Structure and Practices on Female Manager’s Intraorganizational Relationships

• In Event: 2451 - Section on Organizations, Occupations, and Work Refereed Roundtables (1 hour)
  In Refereed Roundtable 60min: Table 20. Representation and Inclusivity I

Abstract

Women’s organizational success partly depends on addressing their social isolation, but the structure of corporate practices constrain female workers from forming positive professional relationships with both male and female employees. Recognizing that structure frames behaviors and perceptions, this study explores organizational practices that affect social isolation of women based on ascribed gender status. Using longitudinal data on 598 female managers in 298 Korean companies from 2010 to 2016, we find that corporate structure and practices shape female managers’ relationships with supervisors and peers. The findings demonstrate that gender equality practices improve female managers’ relationships with both men and women. By contrast, diversity programs have negative effects on their relationships with female supervisors and peers, and work-life programs show mixed results. However, in firms with female executives and firms that encourage men to use parental leaves, diversity programs and work-life practices stimulate positive relationships with both male and female supervisors and peers. This study suggests that organizational contexts rather than women’s intrinsic preferences shape relationships in the workplace.

Authors

• Soohan Kim, Korea University

• Hwajin Shin, Korea University