Abstract
Hegemony: a complex web of conceptual and material arrangements that produce the fabric of everyday life and which work through pervading common sense, consent and by becoming part of the ordinary way of seeing the world, understanding one’s self and experiencing needs (Alvesson and Deetz, 1996)
We would like to acknowledge the research assistance of Asaf Zohar and Rhona Berengut in the preparation of this manuscript, and the financial support for this research from the Schulich School of Business at York University, and the Social Sciences and Humanities Research Council of Canada.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
References
Alvesson, M. and Deetz, S. (1996) Critical Theory and Postmodern Approaches to Organizational Studies, in S. Clegg, C. Hardy and W. Nord (eds.), Handbook of Organization Studies, London: Sage Publications, pp. 191–217.
Ashforth, B. E. and Humphrey, R.H. (1993) Emotional Labor in Service Roles: The Influence of Identity, Academy of Management Review Vol. 18 (1), pp. 88–115.
Bilimoria, D. and Piderit, S. (1994) Board Committee Membership: Effects of Sex-Based Bias, Academy of Management Journal 37, (6), pp. 1453–1477.
Bilimoria, D. and Huse, R. (1997) The Qualitative Comparison of the Boardroom Experiences of U.S. and Norwegian Women Corporate Directors, International Review of Women and Leadership 3, (2), pp. 63–76.
Bradshaw, P. (1996) Women as Constituent Directors: Rereading Current Texts Using a Feminist-Postmodemist Approach, in D. Boje, R. Gephart and T.J. Thatchenkery (eds.), Postmodern Management and Organization Theory, Thousand Oaks, CA: Sage Publications.
Bradshaw, P. (1998) Power and Dynamic Tension and its Implications for Radical Organizational Change, European Journal of Work and Organizational Psychology 7, (2), pp 121–143.
Bradshaw, P. and Wicks, D. (1997) Women in the Academy: Cycles of Resistance and Compliance, in P. Prassad, A. Mills, M. Elmes and A. Prassad (eds.), Managing the Organizational Melting Pot: Dilemmas of Workplace Diversity, Sage Publications, pp. 199–255.
Burgess, Z. and Tharenou, P. (1997) Characteristics of Women on Boards of Directors in Australia, International Review of Women and Leadership 3 (2), pp. 46–62.
Burke, R. (1994) Women on Corporate Boards: Forces for Change?, Women in Management Review 19 (1), pp. 191–222.
Burke, R. (1997) Women Directors’ Activism on Corporate Boards of Directors: Thriving or Surviving?, International Review of Women and Leadership 3, (2), pp. 77–84.
Catalyst Census (1999)Women Board Directors of Canada, 120 Wall Street, New York, 10005–3904.
Connell, R. (1987) Gender and Power: Society, the Person and Sexual Politics, Stanford, California: Stanford University Press.
Covelli, L. (1989) Dominant Class Culture and Legitimation: Female Volunteer Directors, in R. Herman and J. Van Til (eds.), Nonprofit Boards of Directors: Analyses and Applications, New Brunswick, NJ: Transaction Publishers.
Elgart, L. (1983) Women on Fortune 500 Boards, California Management Review 25 (4).
Fontana, A. and J. Frey (1994) Interviewing: The Art of Science, in N.Denzin and Y. Lincoln (eds.) Handbook of Qualitative Research, Thousand Oaks, CA: Sage Publications.
Gillies, J. (1992) Boardroom Renaissance: Power, Morality, and Performance in the Modern Corporation, Toronto: McGraw I Iill Ryerson.
Gilligan, C. (1982) In a Different Voice: Psychological Theory and Women’s Development Cambridge, MA: Harvard University Press.
Glaser, B. and A. Strauss (1967) The Discovery of Grounded Theory: Strategies for Qualitative Research, Chicago, IL: Aldine Publishing.
Harrigan, K. (1981) Numbers and Positions of Women Elected to Corporate Boards, Academy of Management Journal 24 (3), pp. 619–623.
Hill, S. (1995) ’[he Social Organization of Boards of Directors, British Journal of Sociology,46 (2), pp. 245–278.
Izraeli, D. and Talmud, 1. (1997) Getting Aboard: Mode of Recruitment and Gender Composition, The Case of Women Directors In Israel, International Review of Women and Leadership 3 (2), pp. 26–44.
Kanter, R.M. (1977) Men and Women of the Corporation, New York: Basic Books.
Kesner, 1. (1998) Directors’ Characteristics and Committee Membership: An Investigation of Type, Occupation, Tenure and Gender, Academy of Management Journal 31 (1), pp. 66–84.
Leighton, D. (1993) How Can Women Access Boards?, Women in Management. Nov/Dec, 4 ( 2 ). Published by the National Centre for Management Research’s Women in Management Program, Western School of Business.
Lorsch, J. (1939) Pawns or Potentates: The Reality of America’s Corporate Boards, Cambridge, MA: Harvard Business School Press.
Martin, J. and Meyerson, D. (1998), Women and Power: Conformity, Resistance and Disorganized Coaction, in R. Kramer, M.Neale (eds:j Power and Influence in Organizations, Thousand Oaks, C.A.: Sage Publications.
Mattis, M. (1993) Women Directors: Progress and Opportunities for the Future, Business and the Contemporary World, V (3), pp. 140–156.
McGregor, J. (1997) Making Good Women Visible: The -Issues of Profile in New Zealand Corporate Directorships, International Review of Women in Leadership, 3 (2), pp.
Meyerson, D. and Scully, M. (1995) Tempered Radicalism and the Politics of Ambivalence and Change, Organization Science 6, pp 585–600.
Mills, A. J. (1989) Organization, Gender, and Culture, Organization Studies, 9, pp. 351–369.
Mitchell, M. (1984) A Profile of the Canadian Women Director, Western Business Quarterly, Spring, pp. 121–127. Morrison, A., White, R. and Van Velsor, E. (1987) Executive Women: Substance Plus Style, Psychology Today, August, pp. 18–26.
Newman, P. (1975) The Canadian Establishment, Toronto, Ontario: McCelland and Stewart Ltd.
Patton, M. (1990) Qualitative Evaluation and Research Methods 2nd edition, Newbury Park, CA: Sage Publications.
Pettigrew, A. and Whipp, R. (1991) Managing Change for Competitive Success, Oxford: Basil Blackwell.
Pettigrew, A. (1992) On Studying Managerial Elites, Strategic Management Journal 13, pp. 163–182.
Sethi, S., Swanson, C. and Harrigan, K. (1981) Women on Corporate Boards. Working Paper, Centre for Research in Business and Social Policy, School of Management and Administration, The University of Texas at Dallas.
Schwartz, F. (1980) Invisible Resource: Women for Boards, Harvard Business Review, March-April.
Smart, C. (1986) Feminism and Law: Some Problems of Analysis and Strategy, International Journal of the Sociology of Law 14, pp. 109–123.
Westphal, J. (1999) Collaboration in the Board Room: Behavioral and Performance Consequences of CEO-Board Social Ties, Academy of Management Journal, 42, (1), pp. 7–24.
Witz, A. and Savage, M. (1992) The gender of organizations, in M. Savage and A. Witz (eds.) Gender and Bureaucracy. Oxford: Blackwell, pp. 3–62.
Zajac, E. and Westphal, J. (1996) Who Shall Succeed? How CEO Board Preferences and Power Affect the Choice of New CEOs, Academy of Management Journal, 39 (1), p. 64–90.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2000 Springer Science+Business Media Dordrecht
About this chapter
Cite this chapter
Bradshaw, P., Wicks, D. (2000). The Experiences of White Women on Corporate Boards in Canada. In: Burke, R.J., Mattis, M.C. (eds) Women on Corporate Boards of Directors. Issues in Business Ethics, vol 14. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-3401-4_14
Download citation
DOI: https://doi.org/10.1007/978-90-481-3401-4_14
Publisher Name: Springer, Dordrecht
Print ISBN: 978-90-481-5395-4
Online ISBN: 978-90-481-3401-4
eBook Packages: Springer Book Archive