A multi-level analysis of gender-inclusive innovation in Oxfordshire

Both academics and practitioners recognise the critical role of gender diversity in fostering innovation that is inclusive of all genders. This research understands innovation as gender-inclusive, wherein companies create environments that ensure equal opportunities for individuals of all genders to contribute to, and benefit from, innovation processes and outcomes. While individuals play a central role in driving gender-inclusive innovation, organisations and the wider ecosystem play an even more critical supporting role. To comprehensively examine the role of contextual factors influencing gender-inclusive innovation, this PhD research study conducted a multi-level analysis within Oxfordshire’s ecosystem. The multi-level analysis takes into account the ecosystem, the organisational level and the individual level. Employing a mixed-method approach, the analysis combines ethnography, consisting of 14 observations, with semi-structured interviews involving 38 organisations, and a survey capturing a sample of 168 employees. The findings of this research project reveal a prevalence of a masculine culture in the innovation ecosystem and its organisation. Furthermore, it was found that for employees who perceive their organisational culture as masculine, their innovation propensity decreases. In Oxfordshire’s innovation ecosystem and its organisations, characterised by skill shortages and competitive pressure, addressing factors that lead to a lack of gender-inclusive innovation has emerged as a pressing issue. Despite promoting women into managerial ranks and implementing diversity policies, the anticipated effects did not materialise. A deeper analysis revealed that the masculine culture and the lack of gender-inclusive structures and policies account for this. The multi-level analysis gave evidence that career satisfaction mediates the relationship between a perceived masculine culture and gender- inclusive innovation. The findings of this research draw on insights from Martin’s (1992) cultural theory and Acker’s (1990) theory of the gendered organisation. This PhD study makes two theoretical contributions in the field of organisation studies and management. First, by showing how Martin’s and Acker’s frameworks can enrich each other to explain how culture and structure in the ecosystem impact gender-inclusive innovation. Second, by showing how both theories, which were designed for an organisational level, can be transposed to an ecosystem level. Furthermore, this research contributes empirically by combining different levels of analysis, and by providing a holistic understanding of gender-inclusive innovation. Finally, this thesis offers a practical contribution by suggesting the combination of a culture change with a gender-inclusive structure as key enablers for gender-inclusive innovation.

Grantor dc:publisher

Oxford Brookes University

Author dc:creator

• Tornow, Hannah Isabelle

Contributors dc:contributor

• Humbert, Anne Laure
• Tzanakou, Charikleia (Charoula)
• Manfredi, Simonetta

Statement dc:rights

• All rights reserved

Language dc:language

en

DOI dc:identifier

https://doi.org/10.24384/f2x7-ne78

OAI identifier oai:identifier

tle:fd39e3db-21a9-4271-9283-6118177ba39b:d6bd9758-527a-46cd-bfe2-c433766e8fca:1