Empowering women through corporate responsibility and best practice
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Empowering Women through Corporate Responsibility and Best Practice. Dr. Elisabeth Kelan. 50:30:10. Gender Diversity and CSR . Based on Human Capital Management, CSR reporting and Indexes for SRI and CSR, gender issues are not mainstreamed in CSR in the UK (Grosser and Moon 2005)

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50:30:10 Practice


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Gender Diversity and CSR Practice

  • Based on Human Capital Management, CSR reporting and Indexes for SRI and CSR, gender issues are not mainstreamed in CSR in the UK (Grosser and Moon 2005)

  • CSR leadership gendered masculine

    • Around 15% of authors of CSR/CR books on Amazon in 2005 were written by women (Marshall 2007)

  • Lack of student textbooks on CSR which include debates on gender and diversity

    • In one of the better books 1.5% of the pages were on discrimination and diversity

    • Diversity = workplace discrimination


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Gender Diversity as Opportunity Practice

  • Innovative potential

    • Having 50% men and 50% women in teams turns innovation indicators positive (Gratton, Kelan et al. 2007b)

  • Women make 83% of consumer decisions (Thomson and Graham 2005)

  • Often assumptions about women as consumers are wrong

    • Only 9% of women like pink phones

    • UK market loosing $900 million (www.ladygeek.org.uk)


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Responsible Management Education Practice

  • Most MBA schools now teach business ethics and CSR as core part of course

  • However diversity is often not addressed

  • Business education

    • teaches students to manage like a man

    • does not transmit the potential of gender diversity (Maitland 2008 and Kelan & Dunkley Jones forthcoming)


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Best Practice to Inspire Women Practice

  • Counting women

  • Flexible work arrangements

  • Networks

  • Developing women as leaders

    (Gratton, Kelan et al 2007a)


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Your Concept Car at Volvo Practice

A car designed by women for all people

(Gratton, Kelan et al 2007a,b)


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Underused Synergies Practice

(Wilson 1995)


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Contact Details Practice

Dr. Elisabeth Kelan

Department of Management

King’s College London

[email protected]lisabeth-kelan.net


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References 1 Practice

  • Gratton, L., Kelan, E., Voigt, A., Walker, L., & Wolfram, H.-J. 2007. Innovative Potential: Men and Women in Teams, The Lehman Brothers Centre for Women in Business, London Business School. http://www.london.edu/assets/documents/facultyandresearch/Innovative_Potential_NOV_2007.pdf.

  • Gratton, L., Kelan, E., & Walker, L. 2007. Inspiring Women: Corporate Best Practice in Europe, The Lehman Brothers Centre for Women in Business, London Business School. http://www.london.edu/assets/documents/facultyandresearch/May_2007_Corporate_Best_Practice_Report.pdf.

  • Grosser, K., & Moon, J. 2005. Gender Mainstreaming and Corporate Social Responsibility: Reporting Workplace Issues. Journal of Business Ethics, 62(4): 327-340.

  • Kelan, E. K., & Dunkley Jones, R. forthcoming. Gender and the MBA. Academy of Management Learning & Education.


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References 2 Practice

  • LadyGeek http://ladygeek.org.uk/.

  • Maitland, A. 2008. Just trying to be one of the boys.http://www.ft.com/cms/s/2/642d00d8-75f0-11dd-99ce-0000779fd18c,dwp_uuid=02e16f4a-46f9-11da-b8e5-00000e2511c8.html.

  • Marshall, J. 2007. The gendering of leadership in corporate social responsibility. Journal of Organizational Change Management, 20(2): 165-181.

  • Thomson, P., & Graham, J. 2005. A Woman's Place Is in the Boardroom: The Business Case Houndmills, Basingstoke: Palgrave Macmillan

  • Wilson, F. M. 1995. Organizational Behaviour and Gender. London: McGraw-Hill.


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