This study aims to explore how local norms and practices shape women's experiences in management roles, as well as the unique challenges and opportunities they encounter.
Qualitative phenomenological study using semi-structured interviews with 12 women managers from architectural firms across six countries. Data analysed using manual coding and NVivo. Combines phenomenological inquiry with Acker's theoretical framework.
Gender barriers proved universal yet culturally distinct in form: individualistic contexts produced subtle, systemic barriers; collectivistic contexts produced overt, interpersonally enacted ones.
Small sample size (n = 12), no firm-level gender data, and geographical constraints preventing observation. Deep-rooted cultural attitudes perpetuate structural inequalities requiring multi-level societal interventions beyond workplace policies to transform perceptions of women's capabilities and dismantle restrictive gender norms.
Culturally sensitive interventions needed: flexible work arrangements, mentorship programs, transparent pay systems, management training for individual-based (not gender-based) leadership recognition.
Deep-rooted cultural attitudes and societal gender role expectations continue to perpetuate structural inequalities in the construction industry, requiring multi-level societal interventions beyond workplace policies. Social change must address traditional assumptions about women's family roles versus career commitment, challenge masculine industry cultures that devalue cooperative leadership styles and promote broader cultural shifts that recognise diverse management approaches as equally valuable. The findings indicate that achieving gender equality requires transforming societal perceptions of women's capabilities and dismantling cultural norms that restrict professional opportunities based on gender expectations.
Cross-cultural phenomenological study extending Acker's theory across six countries with varying cultural dimensions, specifically focussing on architectural firms.
