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Women in Management of Small Enterprises WOMEN IN MANAGEMENT OF SMALL ENTERPRISES: Co-inspiration between social and conventional enterprises to promote equal access to decision-making positions in six European countries Comparative study Co-inspiration between social and conventional enterprises to promote equal access to decision making positions Editors: Hana Maříková Estelle Huchet Lenka Formánková Alena Křížková Reviewers: Kateřina Machovcová, PhD. Roza Dimova, M.A. Tatyana Kmetova, M.A. April 2016 ISBN 978-2-930530-44-4 This publication is the intellectual property of the Gender Balance Power Map project partners. Only the European Commission has the right to make free use of it. Keywords: decision-making, management, women´s promotion, gender equality, conventional enterprise, social enterprise, Belgium, Czech Republic, Finland, France, Italy, Romania Partners of the project TABLE OF CONTENTS TABLE OF CONTENTS Executive summary 5 Introduction 7 Chapter 1 - Theoretical and methodological framing 11 1.1. Theoretical background: gender balance in decision-making 11 1.2. Main concepts and theories of gender balance in decision-making 13 1.3. Social economy, social entrepreneurship and gender 16 1.4. Methodology used for the national studies 19 Chapter 2 - Policy framework 23 2.1. Cultural, historical and social background of gender equality in the six countries 23 2.2. Gender equality frameworks and their influence on the participation of women in decision-making positions in the six countries compared 34 Chapter 3 - Opportunities and barriers for women in economic decision-making: qualitative research in enterprises in 6 countries 45 4 3.1. The gendered structure of the enterprises 46 3.2. Formal arrangements to support women in management 52 3.3. Gender sensitive company culture 61 3.4. Informal incentives and/or obstacles for the promotion of female employees 63 Chapter 4 - Lessons learnt from the comparison of opportunities and barriers for women in the conventional and social enterprises 69 4.1. Opportunities in structure 69 4.2. Opportunities in policies 70 4.3. Work - life balance policies 71 4.4. Gender stereotypes about jobs and managerial positions 72 4.5. Gender contract and gender stereotypes about family roles 73 4.6. Company culture and informal arrangements as a barrier for the promotion of women 74 4.7. Social enterprise as a model for conventional enterprise ? 75 Chapter 5 - Recommendations 77 5.1. Recommendations for the corporate level 77 5.2. Recommendations to national policy decision-makers 79 5.3. Recommendations to the European policy decision-makers 81 Appendices 83 References 95 This comparative study is the intellectual property of the Gender Balance Power Map project partners. Only the European Commission is granted the right to make free use of it. GENDER BALANCE POWER MAP 5 Co-inspiration between social and conventional enterprises to promote equal access to decision-making positions in six European countries EXECUTIVE SUMMARY EXECUTIVE SUMMARY The restricted access of women to decision-making positions in the corporate sector remains a problem in all European countries. Nevertheless, some countries are doing worse than others. Numerous European countries have introduced quota laws to ensure a higher participation of women on the boards of the largest publicly listed companies. Despite these trends, even at European Union (EU) level, the quota laws have overlooked small enterprises. To understand the situation in small companies, we conducted a qualitative research study in 2014 on opportunities and barriers for women in management of small conventional and social enterprises in six countries (Belgium, France, Czech Republic, Romania, Finland and Italy). This European comparative study has shown how the various measures implemented by corporate and political stakeholders contribute to the enhancement of women’s participation in economic decision making. The six countries compared represent various conditions in terms of the legislative framing supporting gender equality and especially the promotion of women to decision-making positions in businesses through quota laws. Legislation to support women in decision-making positions through quotas were introduced in four out of the six countries compared, namely in Belgium, Finland, France and Italy. These EU member states have introduced different types of legislation, whereas in post-state socialist countries, such as Romania and the Czech Republic, there are still no laws supporting women in management. French and Belgian companies with more than 250 employees have quotas for the equal representation of women and men in management. Legal measures to support women in decision-making positions were introduced for state- owned companies in Finland and in Italy, where quotas were also set for publicly traded companies. In Finland, a 6 special gender equality plan should already be implemented in all companies with more than 30 employees. Similarly, in France companies with more than 50 employees are working on an agreement to promote equal opportunities and equal remuneration. In post-state socialist countries, such as Romania and the Czech Republic, the level of gender sensitivity and openness to quota legislation are very restricted due to historical burdens. At company level, there are similarities and differences in policies and everyday practices in the area of gender equality across the countries (Belgium, France, Czech Republic, Romania, Finland and Italy) and sectors (conventional and social entrepreneurship) compared. In all the countries compared as well as in the two sectors, there were no formal measures and no special attention given to directly supporting the promotion and equal treatment of women in management of these small enterprises. At the same time, the enterprises accepted and invited women to managerial positions, but only in the professions or fields which are stereotypically feminine. As most of the companies analysed are operating in feminised sectors, vertical segregation in the companies was lower than horizontal (sectorial) segregation, except in Italy, where vertical segregation is high because the analysis was conducted in a male-dominated sector. There was informal support for women in managerial positions in social enterprises in France and in Belgium, where the company cultures tended towards supporting the promotion of women to management positions, while this trend was not found in conventional enterprises. In the Czech Republic and Romania, the gender blindness presented as gender-neutral practices in both private and social organisations resulted in a low level of awareness and the reproduction of gender stereotypes and discrimination across both sectors. Wages in both social and conventional companies in Finland and Italy are defined by a given collective agreement, which should reduce the gender wage gap in both countries. Wage transparency, on the other hand, is absent in Czech, Romanian and French enterprises. In Belgium the lack of a strict remuneration policy in the conventional enterprise leaves room for individual negotiation on salaries, whereas the process is much clearer in social enterprises where salaries are tied to a pay scale established by a joint committee of social partners for the whole non-profit sector. This project is funded by the PROGRESS Programme of the European Union under the administrative denomination “SEE-GO - Social and Economic Enterprises and Gender Opportunities”. GENDER BALANCE POWER MAP In general, social enterprises showed a higher level of gender equality than conventional enterprises. The main differences between the countries and companies compared were in the field of work/life balance measures (such as homeworking, flexible work, leave policy etc.). Work/life balance measures are common in conventional and social enterprises in Belgium, but they are absent in the companies under research in France. In Finnish social firms, the sensitivity to gender equality has led to encouraging men to avail of their right to parental leave, as well as taking leave when a child is ill. In conventional enterprises in Romania and the Czech Republic, personal or family life was perceived as a possible barrier to a successful career in management; this seemed less the case in the social enterprises. In Romania, flexible arrangements provide for pregnant women or women with small children. Czech conventional enterprises offered mothers of young children part-time jobs and the option of working from home. The work/life balance in the Czech social enterprise sector applies to those employees who are disadvantaged in terms of health, i.e. primarily not parents or specifically mothers with children. A comparison of the two types of organisations leads us to conclude there are no general substantial differences between the small social and conventional companies researched in terms of policies or measures which would support women in management. We can conclude that social and conventional enterprises across the countries compared differ mainly in their social components. Social enterprises employ those with health disabilities, but in terms of social responsibility for the equal treatment of men and women, they often perpetuate the same gender stereotypes as conventional companies. Nevertheless, in some countries (e.g. Romania, Belgium), the organisational cultures in social enterprises are oriented towards humanistic principles and are thus in favour of building the confidence and job fulfilment of women with more opportunities
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