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H(a)unting quotas: An empirical analysis of the uncanniness of gender quotas
It is a well-known fact that women remain under-represented in management positions (e.g. Acker, 2006, 2012; Ashcraft, 2013; Chamorro-Premuzic, 2013). It is also well documented that this misrepresentation is notdue to the lack of skilled women in the labour market, norto the lack of women’s ambition to become managers as many managers and politicians otherwise tend to use as an explanation for the lack of female managers (e.g. Roseberry and Roos, 2015).