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Journal cover: Competitiveness Review

Competitiveness Review

ISSN: 1059-5422

Online from: 1991

Subject Area: International Business

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Glass ceiling: role of women in the corporate world


Document Information:
Title:Glass ceiling: role of women in the corporate world
Author(s):Kalpana Pai, (Texas Wesleyan University, Fort Worth, Texas, USA), Sameer Vaidya, (School of Business and Professional Programs, Texas Wesleyan University, Fort Worth, Texas, USA)
Citation:Kalpana Pai, Sameer Vaidya, (2009) "Glass ceiling: role of women in the corporate world", Competitiveness Review, Vol. 19 Iss: 2, pp.106 - 113
Keywords:Glass ceilings, United States of America, Women
Article type:Research paper
DOI:10.1108/10595420910942270 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Abstract:

Purpose – The purpose of this study is to examine the existence of the glass ceiling in Texas.

Design/methodology/approach – Data on publicly traded corporations registered in the state of Texas was used to examine the existence of the glass ceiling effect in Texas. The data for this study were gathered from ReferenceUSA, which is a subscription database that contains information on more than 12 million US businesses and one million Canadian businesses.

Findings – The study found the existence of the glass ceiling based on the analysis of the sample. Of the 257 corporations in the sample, there were only two that had women chief executive officers (0.78 percent).

Research limitations/implications – The dataset used was not a comprehensive list of corporations registered in Texas.

Practical implications – Given the increase in ethnic and gender diversity at the work place, it is critical that women feel assured of an equal opportunity to reach top-management positions.

Originality/value – Although there have been other studies in the field, none have focused on Texas which is the second largest US state in area (after Alaska) and in population (after California). It is hoped that the results add value to the existing literature.



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