Equbusiness book VERSION 28SEPT2023 - Flipbook - Page 121
strategies (The Culture Factor Group, sd). Organizations may implement diversity initiatives that show
quick results while also planning for sustainable change. The balance between long-term and
short-term orientation allows for flexibility in how gender diversity is addressed. Organizations can
adapt their approaches based on immediate needs and future goals. Efforts to improve gender
diversity must consider traditional gender roles and cultural norms, balancing respect for these
traditions with the need for future-oriented change. Next to that, Spain9s high uncertainty avoidance
coupled with a moderate long-term orientation suggests that while Spain values stability, it is also open
to gradual reforms, including gender diversity initiatives. (Carrasco et al., 2021)
Spain9s moderate level of indulgence (44) level indicates a balanced approach to leisure and restraint,
supporting a balance between disciplined adherence to gender diversity policies and the inclusion of
initiatives that promote workplace well-being and satisfaction (The Culture Factor Group, sd). While
there is a tendency towards restraint, the recognition of the importance of enjoying life allows for
some flexibility in implementing gender diversity programs that enhance overall workplace culture. The
mixed orientation towards indulgence and restraint means that changes in gender diversity practices
may occur gradually, as organizations seek to balance traditional norms with progressive values.
(Carrasco et al., 2021)
9.3.4. TÜRKIYE
Türkye shows a high power distance (66), similar to Belgium, indicating acceptance of hierarchical order
and centralized authority (The Culture Factor Group, sd). The high power distance suggests board
appointments are influenced by senior leadership, with limited input from lower levels. The high power
distance in Türkye can create barriers to gender diversity, as senior positions, including board
appointments, are typically controlled by a few powerful individuals. This can limit opportunities for
women to ascend to these roles unless gender diversity is explicitly prioritized by top leaders.
Traditional gender roles may be reinforced in high power distance settings, making it challenging to
shift cultural attitudes towards accepting women in leadership positions without significant advocacy
and policy intervention. To improve gender diversity on boards, Türkye may need strong regulatory
frameworks and proactive measures that mandate or strongly encourage the inclusion of women, as
cultural change alone may be slow due to entrenched hierarchical norms. (Carrasco et al., 2021)
The country has a low score on individualism (37), which reflects a society where people are integrated
into strong, cohesive groups: collectivism (The Culture Factor Group, sd). Low individualism implies that
connections and loyalty to the group (e.g., family or business networks) can play a crucial role in board
appointments. In a collectivist culture like Türkye, board appointments are often influenced by social
networks and relationships. This can create barriers for women who may not have the same access to
influential networks as men. To improve gender diversity on boards, it is important to implement
policies that promote equal opportunities and address biases within these social networks. Structural
changes are necessary to ensure that women have access to the same opportunities as their male
counterparts. The strong emphasis on group norms and traditional gender roles in collectivist societies
can slow down the acceptance and implementation of gender diversity initiatives. Proactive measures
and advocacy are crucial to drive change. (Carrasco et al., 2021)
The country shows moderate masculinity (45), indicating a balance between competitiveness and care
(The Culture Factor Group, sd). Although Türkye has moderate masculinity, traditional gender roles can
