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  1. Discrimination, harassment, and the glass ceiling: Women executives as change agents. [REVIEW]Myrtle P. Bell, Mary E. Mclaughlin & Jennifer M. Sequeira - 2002 - Journal of Business Ethics 37 (1):65 - 76.
    In this article, we discuss the relationships between discrimination, harassment, and the glass ceiling, arguing that many of the factors that preclude women from occupying executive and managerial positions also foster sexual harassment. We suggest that measures designed to increase numbers of women in higher level positions will reduce sexual harassment. We first define and discuss discrimination, harassment, and the glass ceiling, relationships between each, and relevant legislation. We next discuss the relationships between gender and sexual harassment, emphasizing the influence (...)
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  • Towards a theory of privacy in the information age.James H. Moor - 1997 - Acm Sigcas Computers and Society 27 (3):27-32.
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  • The case for responsibility of the IT industry to promote equality for women in computing.Eva Turner - 2001 - Science and Engineering Ethics 7 (2):247-260.
    This paper investigates the relationship between the role that information technology (IT) has played in the development of women’s employment, the possibility of women having a significant influence on the technology’s development, and the way that the IT industry perceives women as computer scientists, users and consumers. The industry’s perception of women and men is investigated through the portrayal of them in computing advertisements. While women are increasingly updating their technological skills and know-how, and through this process are entering some (...)
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  • Gender equity, organizational transformation and Challenger.Mark Maier - 1997 - Journal of Business Ethics 16 (9):943-962.
    The concept of the "unlevel playing field" is critiqued for its tendency to take the prevailing masculinist managerial paradigm for granted. Rather than assume that both men and women should assimilate to corporate masculinity, feminist alternatives are suggested. The pervasiveness of the masculine ethic and the "myth of meritocracy" in organizations are reviewed, with the space shuttle Challenger disaster serving as a focal point to demonstrate the dysfunctionality of masculine management and the rationale for feminist-based organizational transformation to promote not (...)
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