Author:
Adams Susan M.,Flynn Patricia M.
Abstract
PurposeDescribes how actionable knowledge is created to successfully initiate consulting relationships designed to promote changes in the composition of corporate boards and, ultimately, social change to eliminate exclusionary practices that are keeping women from consideration for board seats.Design/methodology/approachExamines the work of The Boston Club in promoting women on corporate boards to build needed theory to guide change efforts.FindingsConcludes that no one theoretical perspective supplies the necessary guidance. Presents a model that combines psychodynamic, organizational learning, open systems, and critical management studies views.Originality/valuePresents the push/pull approach taken by The Boston Club that addresses perceived social constraints and psychological needs involved in changing behavior to create commitment to adding women to boards. Suggests that the sequencing of push and pull techniques may be an important consideration in designing change efforts.
Subject
Management of Technology and Innovation,Organizational Behavior and Human Resource Management,Strategy and Management,General Decision Sciences
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