To Open or not to Open Women’s Internal Networks to Men?

Abstract

This article reports a longitudinal case study based on grounded theory within an IT consulting firm that succeeded in institutionalizing its gender equality (GE) policy and in breaking the glass ceiling in spite of an unfavorable institutional environment. Participant observation, archival data, and 52 semi-structured interviews revealed that the creation of a women’s internal network (WIN) and above all its opening to men played a great role in institutional change. It strengthened the legitimacy, credibility, and attractiveness of the GE policy, which then permitted the implementation of GE practices altering organizational routines. From this case, a conceptual model is offered to extend the institutional theory of inequality remediation. This model thus contributes to close the research-practice gap by providing insight into how not only WINs but also other practices can be successfully implemented to create a virtuous circle in favor of GE. Implications for practice and research are discussed.