Short answer
Designers and organizational leaders should consider the network structures within their industries and actively work to dismantle invisible barriers that limit diverse participation.
- Field
- Innovation & Design
- Source
- Massey Research Online (Massey University) (2010)
- Method
- Theoretical development and social network analysis
- Evidence
- Strong effect
Invisible structural and normative barriers, termed 'glass nets,' rather than solely individual limitations, impede women's advancement to multiple directorships on corporate boards. This innovation & design research insight is drawn from a 2010 study published in Massey Research Online (Massey University). Using Theoretical development and social network analysis, researchers explored how this design variable affects real-world outcomes. The key design takeaway: Designers and organizational leaders should consider the network structures within their industries and actively work to dismantle invisible barriers that limit diverse participation.
Invisible 'Glass Nets' Limit Women's Board Representation
Invisible structural and normative barriers, termed 'glass nets,' rather than solely individual limitations, impede women's advancement to multiple directorships on corporate boards.
Massey Research Online (Massey University) · 2010
Key Findings
- 01Corporate director networks exhibit characteristics of scale-free and small-world networks, with 'shoulder tapping' and preferential attachment influencing formation.
- 02Women directors are more likely to be found within the largest connected components of global and national networks.
- 03Both male and female directors show positive assortativity, associating with other high-degree directors.
- 04The distribution of multiple directorships follows a power law, suggesting a predictable spread of board seats.
Application
Design takeaway
Designers and organizational leaders should consider the network structures within their industries and actively work to dismantle invisible barriers that limit diverse participation.
How to apply
When designing recruitment or promotion processes, consider how existing network connections might inadvertently exclude qualified candidates from underrepresented groups. Actively seek to broaden networks and introduce diverse individuals to key connectors.
Project actions
- 01When researching a problem, think about the social connections and networks involved.
- 02Consider if there are invisible barriers preventing certain groups from participating or succeeding.
Method & Evidence
Variables
Strengths & Limitations
Strengths
- +Introduces a novel theoretical concept ('Glass Network Theory') to explain a persistent societal issue.
- +Applies established network theory concepts to a new domain (corporate governance).
Limitations
This theory focuses on networks, but doesn't fully explain individual choices or direct discrimination.
Reliability & validity
The validity of the 'glass net' concept relies on the robustness of social network analysis and the assumption that network structure is a primary driver of representation. Reliability would depend on consistent application of network analysis metrics across different datasets.
Think critically
To what extent are 'glass nets' a conscious or unconscious phenomenon, and how might design interventions effectively disrupt them without causing unintended negative consequences?
Design Principles
"Network structures can perpetuate inequality; design interventions must address systemic network dynamics, not just individual capabilities."
Understanding these network dynamics is crucial for designing interventions that promote genuine diversity and inclusion. It shifts the focus from individual shortcomings to systemic issues within professional networks.
What This Means for Your Design
Imagine a social club where only people who already know each other can invite new members. This makes it hard for newcomers, especially women, to join and become important. This study calls these hidden barriers 'glass nets'.
How to use in your project
- 1.Use this research to explain why a particular design solution might be needed to address inequality in professional settings.
- 2.Refer to 'Glass Network Theory' when discussing systemic barriers in your design project.
Add to My Project
Quick Cite
Paragraph starter
The concept of 'Glass Network Theory' (Hawarden, 2010) highlights how invisible structural and normative barriers, termed 'glass nets,' can limit the advancement of underrepresented groups, such as women, within professional networks. This framework suggests that the self-perpetuating nature of these networks, characterized by preferential attachment and assortativity, creates a resistance to change and perpetuates existing power structures, impacting opportunities for diverse individuals to gain multiple positions or influence.
Source
Massey Research Online (Massey University)
Glass networks : the network structure of women directors on corporate boards : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Business and Administration at Massey University, Palmerston North, New Zealand
journal · 2010
View sourceQuestions About This Research
- What does the research say about invisible 'glass nets' limit women's board representation?
- Designers and organizational leaders should consider the network structures within their industries and actively work to dismantle invisible barriers that limit diverse participation. Evidence: Massey Research Online (Massey University) (2010).
- Why does "Invisible 'Glass Nets' Limit Women's Board Representation" matter for design?
- Understanding these network dynamics is crucial for designing interventions that promote genuine diversity and inclusion. It shifts the focus from individual shortcomings to systemic issues within professional networks.
- How can designers apply this research?
- Designers and organizational leaders should consider the network structures within their industries and actively work to dismantle invisible barriers that limit diverse participation.
- What were the main findings?
- Corporate director networks exhibit characteristics of scale-free and small-world networks, with 'shoulder tapping' and preferential attachment influencing formation.. Women directors are more likely to be found within the largest connected components of global and national networks.. Both male and female directors show positive assortativity, associating with other high-degree directors.. The distribution of multiple directorships follows a power law, suggesting a predictable spread of board seats.
- What research method was used?
- Theoretical development and social network analysis.
- How strong is the evidence?
- Evidence strength is rated Strong effect, based on a 2010 journal from Massey Research Online (Massey University).
- What should I do differently in my next project?
- When designing recruitment or promotion processes, consider how existing network connections might inadvertently exclude qualified candidates from underrepresented groups. Actively seek to broaden networks and introduce diverse individuals to key connectors.
- What are the limitations?
- The study's focus on network structure may not fully account for other contributing factors to gender disparity, such as explicit bias or individual career choices.