The role of organizational and individual-level factors for the inclusion of women managers in Japan

Abstract

PurposeThis study aims to analyze and contrast the role of organizational and individual level factors in influencing the effective participation of women managers in decision-making in Japanese business organizations.Design/methodology/approachA qualitative study based on 21 in-depth interviews with women and men in managerial positions in Japanese organizations is adopted.FindingsResults show that gender equality structures and practices are not effectively institutionalized within Japanese organizations. In particular, corporate social responsibility programs are perceived by women respondents to be formally adopted to gain legitimacy in the eyes of foreign investors. However, they lack effectiveness in giving the woman manager a “voice” in business decisions. Organizational practices such as leadership development and mentoring are generally not evident in the organizations analyzed. Conversely, the personal traits of the woman manager, such as determination, self-confidence and “being able to confront men colleagues” are the factors perceived to be crucial in influencing women’s participation in decisions.Social implicationsThe study suggests that to increase the weight of women managers in Japanese organizations’ decision-making, action is still needed within organizations to create a true diversity-culture. Additionally, action at the educational level has to remove women’s own self-segregation.Originality/valueThe study offers novel evidence on the “glass ceiling” in Japanese businesses by investigating whether women’s access to management positions corresponds to effective decision power. The study also highlights the key enabling factors, therefore contributing to the analysis of how to create more effective gender “diversity” within Japanese businesses.