No description available.

The aim of the thesis is to contribute to the CCT research field on social identity, by placing a focus on power from a customer perspective and studying how power can be accentuated within social identity. Theory from CCT with a focus on social identity has been used in combination with extensive literature on power and authority from a sociological perspective and literature from Fashion-Studies focusing on power-dressing, conspicuous consumption and luxury. The research question is: How is power-dressing and consumption of high-end luxury fashion brands used by female executives/senior managers in an attempt to accentuate power as a part of their social identity? In-depth semi-structured interviews where used as the main data collection method interviewing five female senior managers/female executives working in Stockholm; using the fashion consumption of female senior managers as its empirical sample. The main conclusion on this thesis is the creation of the concept of power-coded-dressing.This thesis implications are that it develops the CCT field slightly by adding a consumer-power perspective into the theoretical discourse. Its practical and social implications help women accentuate their power through, power-coded-dressing.

The problem of this study was to identify the perceived characteristics and administrative skills of women administrators in vocational education in the United States. The purpose of this study was to determine the perceived characteristics and administrative skills of women employed as vocational administrators in the United States. Additional sub-purposes were 1. To develop a profile of women administrators in vocational education; 2. To assist institutions of higher learning in preparing prospective women administrators in vocational education; 3. To assist local education agencies in the selection of women administrators in vocational education; 4. To provide information for women who aspire to become vocational administrators.

This thesis explores gender-related barriers in CEO successions. Only 4% of Fortune 500 CEOs are female despite the fact that women have held the majority of college degrees in the US since the late 1990's and now comprise almost half of the workforce and the majority of managerial positions. Their representation is low even in comparison to the other two top management positions from which CEOs are typically sourced. It is less than one-third of the percentage of both female executive officers (15%) and board directors (17%). A holistic and qualitative research approach was utilized. Data were gathered on societal, individual and organizational factors through one-on-one, semi-structured interviews with board directors, executive search consultants and female CEOs, and analyzed using computer-assisted coding software. This thesis challenges the perception that women's individual barriers are the main reason why there are so few female CEOs. While all three types of barriers were found, organizational barriers appear to be the most important. The convergence of predominately male board directors, CEOs and top executive search consultants with informal, subjective, secretive and disparate talent management and CEO successions programs effectively results in the CEO position being a better fit for men than women. While moderating factors were beneficial to the women who have become CEOs, many factors were found for why they cannot be relied upon to greatly increase the number of female CEOs. A deliberate and comprehensive effort by society, individuals and organizations is required.

In order to assess the continuing imbalance of top executives between genders, I examine the effects of gender diversity within top management teams on firm risk, performance, and executive compensation. Capitalizing on previous analysis, I apply three unique differentiators. First, I utilize current data from 2012 to 2017 from Compustat, CRSP, and ExecuComp. Second, I provide a unique subset view on a firm and individual performance of female CEOs to examine executive compensation. Third, my scope of analysis expands to S&P Composite 1500 companies. I use separate models to estimate the effect of gender diversity on firm risk by examining a firm’s beta and standard deviation of daily returns, on firm performance by examining a firm’s Tobin’sQ, and lastly on executive compensation by examining an executive’s natural logarithm of total compensation. My findings suggest gender diversity among executives appears to have an immaterial effect on a firm’s risk and performance. In turn, I also find that female executives continue to receive less compensation than their male colleagues. However, I find an average female CEO receives a higher level of compensation than an average male CEO. Lastly, I find as gender diversity increases among executives, specifically CEOs, the compensation differences between genders decreases.

No description available.