Gender and operations management

Abstract

Purpose Work 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/approach The literature from the disparate fields of women’s studies, anthropology, law, developmental economics, and management are synthesized. Findings There 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 implications A large number of practical issues are discussed. The viability and wisdom of many operational practices being copied from different cultures is addressed. Originality/value This 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.