Discretionary power of project managers in knowledge intensive firms and gender issues [r-libre/159]

Chasserio, Stéphanie et Legault, Marie-Josée (2010). Discretionary power of project managers in knowledge intensive firms and gender issues. Revue canadienne des sciences de l’administration – Canadian Journal of Administrative Sciences, 27 (3), 236-248. https://doi.org/10.1002/CJAS.147

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Catégorie de document :	Articles de revues
Évaluation par un comité de lecture :	Oui
Étape de publication :	Publié
Résumé :	The scarcity of women among the highly qualified professionals in business-to-business information and communication technologies (ICT), either in Europe andor in North America, has been noted as recently as the late 1990’s (Panteli, Stack, Atkinson, & Ramsay, 1999). The organization and management of work in such organizations firms is typically project-based. This has many consequences, including: long working hours with fierce resistance to shorter hoursany reduction, unpaid overtime, high management expectations of employee flexibility to meet unanticipated client demands, and the need for employees to negotiate flexible work arrangements on a case-by-cases basis with a project manager who often has much discretion on whether to accommodate such requests. We found that women are particularly disadvantaged in such a system, which could partly explain their under-representation in such jobs.
Informations complémentaires :	THIS PAPER IS A DRAFT OF A LATER PUBLISHED DIFFERENT VERSION IN REVUE CANADIENNE DES SCIENCES ADMINISTRATIVES – CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, VOL. 27, NO 3, P. 236–248
Adresse de la version officielle :	http://onlinelibrary.wiley.com/doi/10.1002/cjas.14...
Déposant:	Legault, Marie-Josée
Responsable :	Marie-Josée Legault
Dépôt :	14 sept. 2014 21:18
Dernière modification :	12 mars 2017 16:35

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