Organizational interventions towards achieving gender equality at the corporate top: a multiple case study approach

Abstract

Purpose

The aim of this article is twofold: (1) to identify gender equality organizational interventions implemented by a selected number of Dutch companies to increase the number of women at the corporate top and (2) to identify how these interventions overcome barriers to women's advancement and contribute to more women at the corporate top.

Design/methodology/approach

A comparative case study method was applied through conducting qualitative research. The research was conducted at four large Dutch companies.

Findings

The research identified 23 organizational interventions that were classified in four categories. The cross-case analysis focuses on specific themes, such as the type of interventions, the identified barriers, the successfulness of the interventions and factors contributing to increasing the number of women at the corporate top. The research shows that top-level commitment to this topic is important for the success of interventions and for increasing the number of women at the corporate top and throughout the rest of the organization. Some of the barriers could be overcome by the interventions identified.

Practical implications

This research provides companies with better insight into the quality and quantity of gender equality organizational interventions implemented by Dutch companies to increase the number of women at the corporate top. It can assist them in deciding which interventions could be implemented in order to achieve gender equality at their corporate top.

Originality/value

The research provides in-depth insight into the types and number of implemented gender equality organizational interventions for women at the corporate top and into the results and perceived effectiveness of such interventions.

Citation

van ‘t Foort-Diepeveen, R.A. (2022), "Organizational interventions towards achieving gender equality at the corporate top: a multiple case study approach", Equality, Diversity and Inclusion, Vol. 41 No. 8, pp. 1225-1242. https://doi.org/10.1108/EDI-08-2021-0216