Skip to main content
SpringerLink
Log in

Gender Equality and Corporate Social Responsibility in the Middle East

  • Chapter
  • First Online:
Practising CSR in the Middle East

Abstract

This chapter focuses on corporate social responsibility (CSR) in relation to gender equality in the Arab Middle East. It examines the relationship between CSR and gender in the workplace whilst exploring the link between CSR and human resource management (HRM) policies and practices. The chapter first presents some seminal work on gender equality and diversity management, looking at the business case for gender equality within the CSR and HRM contexts, before engaging with relevant work on gender equality in the Arab Middle East. It concludes by offering recommendations on advancing the equality agenda at the macro- and meso-levels, within a framework which recognises the centrality of agency of women, as well as the potential of positive changes through corporations being seen as ‘agents of change’. The chapter advocates for organisational and governmental policies to promote gender equality in the Arab Middle East.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    Positive action is when an employer takes steps to encourage certain groups of people with different needs, or who are disadvantaged in some way, access work or training. Positive action is lawful in some countries (e.g., in the UK, positive action is allowed under the UK Equality Act 2010) but not legally required (as is the case with positive discrimination or affirmative action, where quotas are legally enforceable).

References

  • Acker, J. (2006). Inequality regimes: Gender, class, and race in organizations. Gender and Society, 20(4), 441–464.

    Article  Google Scholar 

  • Afiouni, F. (2014). Women’s careers in the Arab Middle East: Understanding institutional constraints to the boundaryless career view. Career Development International, 19(3), 314–336.

    Article  Google Scholar 

  • Al Ariss, A., & Syed, J. (2011). Capital mobilization of skilled migrants: A relational perspective. British Journal of Management, 22, 286–304.

    Article  Google Scholar 

  • Al Dajani, H. (2010). Diversity and inequality among women in employment in the Arab Middle East region: A new research agenda. In M. Ozbilgin & J. Syed (Eds.), Managing gender diversity in Asia. Cheltenham: Edward Elgar.

    Google Scholar 

  • Al-Hamadi, A. B., Budhwar, P. S., & Shipton, H. (2007). Management of human resources in Oman. The International Journal of Human Resource Management, 18(1), 100–113.

    Article  Google Scholar 

  • Alhejji, H., Ng, E. S., Garavan, T., & Carbery, R. (2016). The impact of formal and informal distance on gender equality approaches: The case of a British MNC in Saudi Arabia. Thunderbird International Business Review, 60(2), 147–159.

    Article  Google Scholar 

  • Bear, S., Rahman, N., & Post, C. (2010). The impact of board diversity and gender composition on corporate social responsibility and firm reputation. Journal of Business Ethics, 97, 207–221.

    Article  Google Scholar 

  • Bergeron, S. (2001). Political economy discourses of globalization and feminist politics. Signs: Journal of Women in Culture and Society, 26(4), 983–1006.

    Article  Google Scholar 

  • Boulouta, I. (2013). Hidden connections: The link between board gender diversity and corporate social performance. Journal of Business Ethics, 113(2), 185–197.

    Article  Google Scholar 

  • Bradley, H., Healy, G., & Mukherjee, N. (2005). Multiple burdens: Problems of work-life balance for ethnic minority trade union activist women. In D. Houston (Ed.), Work-life balance in the 21st century. Basingstoke: Palgrave Macmillan.

    Google Scholar 

  • Buckley, P. J., Enderwick, P., & Cross, A. D. (2018). International business. Oxford: Oxford University Press.

    Google Scholar 

  • Cockburn, C. (1989). Equal opportunities: The short and long agenda. Industrial Relations Journal, 20(3), 213–225.

    Article  Google Scholar 

  • Cockburn, C. (1991). In the way of women: Men’s resistance to sex equality in organisations. Basingstoke: The Macmillan Press.

    Book  Google Scholar 

  • Collinson, D., Knights, D., & Collinson, M. (1990). Managing to discriminate. London: Routledge.

    Google Scholar 

  • Crenshaw, K. (1989). Demarginalizing the intersection of race and sex: A black feminist critique of antidiscrimination doctrine, feminist and antiracist politics. In University of Chicago legal forum 139–67. Reprinted in Kairys, D. (ed.). The politics of law: A progressive critique (pp. 195–217). New York: Pantheon.

    Google Scholar 

  • Daily, C. M., & Dalton, D. R. (2003). Women in the boardroom: A business imperative. Journal of Business Strategy, 24(5), 8–9.

    Article  Google Scholar 

  • Dale, A. (2005). Combining family and employment: Evidence from Pakistani and Bangladeshi women. In D. Houston (Ed.), Work-life balance in the 21st century. Basingstoke: Palgrave Macmillan.

    Google Scholar 

  • Dickens, L. (1994a). Wasted resources? Equal opportunities in employment. In K. Sisson (Ed.), Personnel management: A comprehensive guide to theory and practice in Britain. Oxford: Blackwell.

    Google Scholar 

  • Dickens, L. (1994b). The business case for equal opportunities: Is the carrot better than the stick? Employee Relations, 16(8), 5–18.

    Article  Google Scholar 

  • Dickens, L. (1998). What HRM means for gender equality. Human Resource Management Journal, 8(1), 23–40.

    Article  Google Scholar 

  • Dickens, L. (1999). Beyond the business case: A three-pronged approach to equality action. Human Resource Management Journal, 9(1), 9–19.

    Article  Google Scholar 

  • Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65–91.

    Article  Google Scholar 

  • Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129(4), 569–591.

    Article  Google Scholar 

  • Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108(2), 233–256.

    Article  Google Scholar 

  • Fearfull, A., & Kamenou, N. (2006). How do you account for it?: A critical exploration of career opportunities for and experiences of ethnic minority women. Critical Perspectives on Accounting, 17(7), 883–901.

    Article  Google Scholar 

  • Gond, J. P., Igalens, J., Swaen, V., & El Akremi, A. (2011). The human resources contribution to responsible leadership: An exploration of the CSR-HR interface. Journal of Business Ethics, 98, 115–132.

    Article  Google Scholar 

  • Healy, G., Bradley, J., & Mukherjee, N. (2004). Inspiring activists: The experiences of minority ethnic women in trade unions. In G. Healy, E. Heery, P. Taylor, & W. Brown (Eds.), The future of worker representation. London: Palgrave.

    Google Scholar 

  • Hutchings, K., Metcalfe, B. D., & Cooper, B. K. (2010). Exploring Arab Middle Eastern women’s perceptions of barriers to, and facilitators of, international management opportunities. The International Journal of Human Resource Management, 21(1), 61–83.

    Article  Google Scholar 

  • Jamali, D., Karam, C., Yin, J., & Soundararajan, V. (2017). CSR logics in developing countries: Translation, adaptation and stalled development. Journal of World Business, 52(3), 343–359.

    Article  Google Scholar 

  • Jenkins, R. (1986). Racism and recruitment: Managers, organisation and equal opportunity in the labour market. Cambridge: Cambridge University Press.

    Google Scholar 

  • Jewson, N., & Mason, D. (1986). The theory and practice of equal opportunities policies: Liberal and radical approaches. The Sociological Review, 34(2), 307–334.

    Article  Google Scholar 

  • Jewson, N., Mason, D., Waters, S., & Harvey, J. (1990). Ethnic minorities and employment, Research paper, no. 76. London: Department of Employment.

    Google Scholar 

  • Kamenou, N., Netto, G., & Fearfull, A. (2013). Ethnic minority women in the Scottish Labour Market: Employers’ perceptions. British Journal of Management, 24(3), 398–413.

    Article  Google Scholar 

  • Kamenou, N. (2008). ‘Reconsidering work-life balance debates: Challenging limited understandings of the ‘life’ component in the context of ethnic minority women’s experiences’, special issue on gender in management: New theoretical perspectives. British Journal of Management, 19(1), 99–109.

    Article  Google Scholar 

  • Kamenou, N., & Fearfull, A. (2006). Ethnic minority women: A lost voice in HRM. Human Resource Management Journal, 16(2), 154–172.

    Article  Google Scholar 

  • Karam, C., & Jamali, D. (2013). Gendering CSR in the Arab Middle East: An institutional perspective. Business Ethics Quarterly, 23(1), 31–68.

    Article  Google Scholar 

  • Kirton, G., & Greene, A. M. (2006). The discourse of diversity in unionised contexts: Views from trade union equality officers. Personnel Review, 35, 431–448.

    Article  Google Scholar 

  • Liff, S. (1989). Assessing equal opportunities policies. Personnel Review, 18(1), 27–34.

    Article  Google Scholar 

  • Liff, S. (1995). Equal opportunities: Continuing discrimination in a context of formal equality. In P. Edwards (Ed.), Industrial relations: Theory and practice in Britain. Oxford: Blackwell Publishers Ltd.

    Google Scholar 

  • Liff, S. (1997). Two routes to managing diversity: Individual differences or social group characteristics. Employee Relations, 19(1), 11–26.

    Article  Google Scholar 

  • Liff, S. (1999). Diversity and equal opportunities: Room for a constructive compromise? Human Resource Management Journal, 9(1), 65–75.

    Article  Google Scholar 

  • Mead, G. H. (1934). Mind, self and society. Chicago: University of Chicago Press.

    Google Scholar 

  • Metcalfe, B. D. (2011). Women, empowerment and development in Arab Gulf States: A critical appraisal of governance, culture and national human resource development (HRD) frameworks. Human Resource Development International, 14(2), 131–148.

    Article  Google Scholar 

  • Metcalfe, B. D. (2010). Reflecting on difference: Women, Islamic feminisms and development in the Middle East. In J. Syed & M. Ozgilbin (Eds.), Diversity management in Asia. Cheltenham: Edward Elgar.

    Google Scholar 

  • Metcalfe, B. D., Hutchins, K., & Cooper, B. (2009). Re-examining women’s international management development experience and opportunities: A Middle East perspective. In K. Ibeh (Ed.), Contemporary challenges in international business. London: Palgrave Macmillan.

    Google Scholar 

  • Miller, D. (1996). Equality management – Towards a materialist approach. Gender, Work and Organization, 3(4), 202–214.

    Article  Google Scholar 

  • Moghadam, V. M. (2013). Women, work and family in the Arab region: Toward economic citizenship. DIFI Family Research and Proceedings: Vol. 2013, Special issue on “Protecting the Arab Family from Poverty: Employment, social integration and intergenerational solidarity”, 7. https://doi.org/10.5339/difi.2013.arabfamily.7. Accessed 13 Apr 2018.

    Article  Google Scholar 

  • Moghadam, V. M. (1999). Gender and globalization: Female labor and women’s mobilization. Journal of World-Systems Research, 5(2), 366–389.

    Article  Google Scholar 

  • Morrison, J. (2011). The global business environment: Meeting the challenges. Basingstoke: Palgrave Macmillan.

    Book  Google Scholar 

  • Noon, M. (2010). The shackled runner: Time to rethink positive discrimination? Work, Employment and Society, 24, 728–739.

    Article  Google Scholar 

  • Plantenga, D. (2004). Gender, identity, and diversity: Learning from insights gained in transformative gender training. Gender and Development, 12(1), 40–46.

    Article  Google Scholar 

  • Pletzer, J. L., Nikolova, R., Kedzior, K. K., & Voelpel, S. C. (2015). Does gender matter? Female representation on corporate boards and firm financial performance – A meta-analysis. PLoS One, 10(6), e0130005. https://doi.org/10.1371/journal.pone.0130005. Accessed 4 July 2018.

    Article  Google Scholar 

  • Post, C., & Byron, K. (2015). Women on boards and firm financial performance: A meta-analysis. Academy of Management Journal, 58(5), 1546–1571.

    Article  Google Scholar 

  • Rai, S. (2004). Gendering global governance. International Feminist Journal of Politics, 6(4), 579–601.

    Article  Google Scholar 

  • Rudman, L. A., & Glick, P. (2001). Prescriptive gender stereotypes and backlash toward agentic women. Journal of Social Issues, 57(4), 743–762.

    Article  Google Scholar 

  • Syed, J. (2010). An historical perspective on Islamic modesty and its implications for female employment. Equality, Diversity and Inclusion: An International Journal, 29(2), 150–166.

    Article  Google Scholar 

  • Syed, J., & Metcalfe, B. (2017). Under western eyes: A transnational and postcolonial perspective of gender and HRD. Human Resource Development International, 20(5), 403–414.

    Article  Google Scholar 

  • Syed, J., Ali, F., & Winstanley, D. (2005). In pursuit of modesty: Contextual emotional labor and the dilemma for working women in Islamic societies. International Journal of Work Organisation and Emotion, 1(2), 150–167.

    Article  Google Scholar 

  • Tatli, A. (2011). A multi-layered exploration of the diversity management field: Diversity discourses, practices and practitioners in the UK. British Journal of Management, 22(2), 238–253.

    Article  Google Scholar 

  • Tatli, A., & Ozbilgin, M. (2009). Understanding diversity managers’ role in organizational change: Towards a conceptual framework. Canadian Journal of Administrative Sciences, 26, 244–258.

    Article  Google Scholar 

  • Terjesen, S., Sealy, R., & Singh, V. (2009). Women directors on corporate boards: A review and research agenda. Corporate Governance: An International Review, 17(3), 320–337.

    Article  Google Scholar 

  • Voegtlin, C., & Greenwood, M. (2016). Corporate social responsibility and human resource management: A systematic review and conceptual analysis. Human Resource Management Review, 26, 181–197.

    Article  Google Scholar 

  • Walby, S. (2009). Globalization and inequalities: Complexity and contested modernities. London: Sage.

    Google Scholar 

  • Webb, J., & Liff, S. (1988). Play the white man: The social construction of fairness and competition in equal opportunity policies. The Sociological Review, 36(3), 532–551.

    Article  Google Scholar 

  • Wilson, E. M., & Iles, P. A. (1999). Managing diversity – An employment and service delivery challenge. The International Journal of Public Sector Management, 12(1), 27–48.

    Article  Google Scholar 

  • World Bank Group. (2016). Women, business and the law. http://www.worldbank.org/en/events/2018/04/04/women-business-and-the-law-2018-report-launch. Accessed 10 Mar 2018.

  • World Economic Forum. (2016). Global gender cap report. https://www.weforum.org/reports/the-global-gender-gap-report-2017. Accessed 15 Mar 2018.

  • Wright Mills, C. (1953). Character and social structure. New York: Harcourt, Brace.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. College of Business, Zayed University, Dubai, United Arab Emirates

    Nicolina Kamenou-Aigbekaen

Authors
  1. Nicolina Kamenou-Aigbekaen
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Nicolina Kamenou-Aigbekaen .

Editor information

Editors and Affiliations

  1. Economic Research and Sustainable Business Development, Dubai Chamber of Commerce and Industry, Dubai, United Arab Emirates

    Belaid Rettab

  2. Centre for Responsible Business, Dubai Chamber of Commerce and Industry, Dubai, United Arab Emirates

    Kamel Mellahi

Rights and permissions

Reprints and permissions

Copyright information

© 2019 The Author(s)

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Kamenou-Aigbekaen, N. (2019). Gender Equality and Corporate Social Responsibility in the Middle East. In: Rettab, B., Mellahi, K. (eds) Practising CSR in the Middle East. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-02044-6_8

Download citation

Publish with us

Policies and ethics

Search

Navigation