Making sense of gender equality

Applying a global programme in Argentina

Authored by: Mariana I. Paludi , Jean Helms Mills

The Routledge Companion to Cross-Cultural Management

Print publication date:  May  2015
Online publication date:  April  2015

Print ISBN: 9780415858687
eBook ISBN: 9780203798706
Adobe ISBN: 9781135105709

10.4324/9780203798706.ch41

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Abstract

The motivation for this research relates to the experiences of one of the authors, Mariana, who participated in the 2009 initiative between Argentina and the World Bank called the Argentine Gender Equity Model or Modelo de Equidad de Genero para Argentina (MEGA), which was implemented to promote gender equality in the private sector. As a trainer, Mariana had to teach Human Resources and Work—Life Balance practices in twelve multinationals and medium business organizations. An absence of literature addressing gender in organizations, in an Argentine context, meant that the training material for MEGA consisted of mainstream US Human Resources Management literature, with a North American focus on examples, reactions and potential solutions (e.g. Recruiting and Retaining Women [Harrington, 2000] or Women and Men in U.S. Corporate Leadership: Same Workplace, Different Realities? [Catalyst, 2004]), which ignored local context and history, including pre-existing gender initiatives already in place, and cultural differences.

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