Towards mentoring the Indian organizational woman: Propositions, considerations, and first steps
AbstractThe globalized Indian economy creates employment opportunity for educated Indian women and increases gender diversity in Indian Enterprises (IEs). Increased gender diversity presents myriad challenges for integrating women into the managerial ranks of IEs. We highlight these challenges, offer propositions on the Indian culture, the status of women within IEs, and formal mentoring as a human resource development initiative. Further, we use social identity theory as a lens for understanding these challenges, and integrate knowledge from the Western literature on mentoring women. We conclude by suggesting first steps for developing formal mentoring programs aimed at the Indian organizational woman.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
Bibliographic InfoArticle provided by Elsevier in its journal Journal of World Business.
Volume (Year): 47 (2012)
Issue (Month): 2 ()
Contact details of provider:
Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/620401/description#description
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Deborah O’Neil & Margaret Hopkins & Diana Bilimoria, 2008. "Women’s Careers at the Start of the 21st Century: Patterns and Paradoxes," Journal of Business Ethics, Springer, vol. 80(4), pages 727-743, July.
- Pawan S. Budhwar & Debi S. Saini & Jyotsna Bhatnagar, 2005. "Women in Management in the New Economic Environment: The Case of India," Asia Pacific Business Review, Taylor & Francis Journals, vol. 11(2), pages 179-193, June.
If references are entirely missing, you can add them using this form.