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Gender and operations management

Gender and operations management PurposeWork that is considered appropriate for only one gender by the indigenous culture is explored. The focus is on the operational issues that accrue due to the combination of what is deemed appropriate treatment to, and activities of, women. Global differences in the operational sub-categories of business location, layout, the implementation of process improvement programs, shift scheduling, operational compliance, the strategic capability of volume flexibility, and other issues are explored. The paper aims to discuss these issues.Design/methodology/approachThe literature from the disparate fields of women’s studies, anthropology, law, developmental economics, and management are synthesized.FindingsThere are extreme differences internationally in the viability of operational practices involving shift work, facility location, and other production issues. Particularly, research involving the implementation of quality management programs may be compromised due to gender effects.Practical implicationsA large number of practical issues are discussed. The viability and wisdom of many operational practices being copied from different cultures is addressed.Originality/valueThis work is a synthesis of the same subjects from widely disparate intellectual domains. The author informs management scholars and managers from unusual sources in medicine, women’s studies, anthropology, developmental economics, and law. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Cross Cultural & Strategic Management Emerald Publishing

Gender and operations management

Cross Cultural & Strategic Management , Volume 24 (2): 15 – May 2, 2017

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2059-5794
DOI
10.1108/CCSM-05-2016-0097
Publisher site
See Article on Publisher Site

Abstract

PurposeWork that is considered appropriate for only one gender by the indigenous culture is explored. The focus is on the operational issues that accrue due to the combination of what is deemed appropriate treatment to, and activities of, women. Global differences in the operational sub-categories of business location, layout, the implementation of process improvement programs, shift scheduling, operational compliance, the strategic capability of volume flexibility, and other issues are explored. The paper aims to discuss these issues.Design/methodology/approachThe literature from the disparate fields of women’s studies, anthropology, law, developmental economics, and management are synthesized.FindingsThere are extreme differences internationally in the viability of operational practices involving shift work, facility location, and other production issues. Particularly, research involving the implementation of quality management programs may be compromised due to gender effects.Practical implicationsA large number of practical issues are discussed. The viability and wisdom of many operational practices being copied from different cultures is addressed.Originality/valueThis work is a synthesis of the same subjects from widely disparate intellectual domains. The author informs management scholars and managers from unusual sources in medicine, women’s studies, anthropology, developmental economics, and law.

Journal

Cross Cultural & Strategic ManagementEmerald Publishing

Published: May 2, 2017

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