Gender Equality in Business Action: A Multi-Agent Change Management Approach

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doi:10.3390/su13116209

Abstract

Critical to social sustainability and organizations’ growth, at present, is gender equality. Yet, egalitarian principles are difficult to apply in the practice, particularly in private firms. Acknowledging previous calls that research should respond to these concerns and support practitioners, we provide a theory-grounded conceptual framework to address change management in this field, aimed at providing applicable guidelines in the organizational practice. Integrating utilitarian and social justice perspectives about gender action, we call for multi-agent collaboration involving coordinated action from policymakers, private firms and gender experts. We provide an overview of how public policies and legislation guide organizational action by providing key statutory norms and procedures. We then address the relevance of organizational commitment and the alignment of gender goals with the organizational strategy and decision-making, involving managers. Finally, we underscore the benefits of implementing evidence-based action based on academic and consultancy collaboration. The implementation of these principles is illustrated with a multi-agent practice developed in the Basque Country (Spain) between gender equality change agents, suited to apply academic principles to real-world organizational practices. Recommendations for gender equality and corporate social action are provided.

Highlights

Social and corporate sustainability has evolved to become central to corporate functioning, with suggestions that a firm’s ability to integrate sustainability goals is critical to corporate success in modern economies [1]
We underscore the benefits of implementing evidence-based action based on academic and consultancy collaboration. The implementation of these principles is illustrated with a multi-agent practice developed in the Basque Country (Spain) between gender equality change agents, suited to apply academic principles to real-world organizational practices
We argue that organizational change towards implementation of gender equality principles involves action from at least three relevant change agents: (1) public institutions, which provide the necessary regulations and institutional pressure, (2) organizational/firm change agents with managerial representation, which provide the necessary resources and planning, and public institutions, which provide the necessary regulations and institutional pressure, (2)

Summary

Introduction

Social and corporate sustainability has evolved to become central to corporate functioning, with suggestions that a firm’s ability to integrate sustainability goals is critical to corporate success in modern economies [1]. The specific issue of how gender equality can become truly sustainable in business practices is relevant, given the remaining resistance and concerns about women’s limited progress within the workplace structure [2,3]. The challenge of promoting gender equality at work has been a fundamental priority internationally for social and corporate sustainability research and the various strategic plans of intergovernmental institutions such as the [4,5]. Despite the increasing effort that policymakers and corporate sustainability researchers are devoting to women’s advancement at work, gender workplace discrimination is still present in all countries [4,6]. Iceland represents the world’s most egalitarian country according to the Global. Development of the specific areas of work. The meeting agenda is presented: Scientific introduction to gender and empowerment

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