Regendering of dynamic managerial capabilities in the context of binary perspectives on gender diversity

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dc.authoridYAVUZ SERCEKMAN, MELTEM/0000-0002-8331-7999
dc.authoridKucukaltan, Berk/0000-0002-2766-3248
dc.authoridKamasak, Rifat/0000-0001-8768-3569
dc.authoridOzbilgin, Mustafa F/0000-0002-8672-9534
dc.authorwosidYAVUZ SERCEKMAN, MELTEM/W-2819-2017
dc.authorwosidKucukaltan, Berk/R-4151-2019
dc.authorwosidKamasak, Rifat/ITU-2677-2023
dc.authorwosidOzbilgin, Mustafa F/A-1343-2008
dc.contributor.authorKamasak, Rifat
dc.contributor.authorOzbilgin, Mustafa
dc.contributor.authorKucukaltan, Berk
dc.contributor.authorYavuz, Meltem
dc.date.accessioned2024-06-12T11:02:32Z
dc.date.available2024-06-12T11:02:32Z
dc.date.issued2019
dc.departmentTrakya Üniversitesien_US
dc.description.abstractPurpose The interplay between gender and dynamic managerial capabilities is not well studied in the extant literature. This paper aims to explore how dynamic managerial capabilities, as prized qualities in the job market, are framed in gendered ways and how the gendering process disadvantages female and male workers for different reasons and harms the organisations, which use the managerial capabilities approach without proofing it for gender biases. Design/methodology/approach An extensive literature review was conducted and a framework that offers a new gender perspective was offered. Findings A number of ways dynamic managerial capabilities may be proofed for gender biases and how a gender-balanced framing of dynamic managerial capabilities may be achieved are identified. Originality/value This paper contributes to the development of a new gender perspective, which is called regendering of dynamic managerial capabilities, which frees the concept from its binary frames of gender, assumptions of gender neutrality, with a view to capture gender diversity in a way which is closer to its nature in theory and practice of dynamic managerial capabilities.en_US
dc.identifier.doi10.1108/GM-05-2019-0063
dc.identifier.endpage36en_US
dc.identifier.issn1754-2413
dc.identifier.issn1754-2421
dc.identifier.issue1en_US
dc.identifier.scopus2-s2.0-85077693064en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage19en_US
dc.identifier.urihttps://doi.org/10.1108/GM-05-2019-0063
dc.identifier.urihttps://hdl.handle.net/20.500.14551/21322
dc.identifier.volume35en_US
dc.identifier.wosWOS:000506409800001en_US
dc.identifier.wosqualityQ3en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Ltden_US
dc.relation.ispartofGender In Managementen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/openAccessen_US
dc.subjectGender Diversityen_US
dc.subjectDiversity Managementen_US
dc.subjectGender Categoriesen_US
dc.subjectRegenderingen_US
dc.subjectDynamic Managerial Capabilitiesen_US
dc.subjectCorporate Social-Responsibilityen_US
dc.subjectTop Management Teamen_US
dc.subjectStrategic Flexibilityen_US
dc.subjectFirm Performanceen_US
dc.subjectTalent Managementen_US
dc.subjectRent Appropriationen_US
dc.subjectBusinessen_US
dc.subjectWomenen_US
dc.subjectLeadershipen_US
dc.subjectInnovationen_US
dc.titleRegendering of dynamic managerial capabilities in the context of binary perspectives on gender diversityen_US
dc.typeArticleen_US

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