Sistemas de Tiempo Real

In the following section interview extracts on the topic of "Individual Support and Personal Networks" will be addressed by highlighting the importance of having a supportive social and professional environment. In addition, Chinese interview-ees highlight the negative effects of having an overall lack of support for the indi-vidual when striving for a board position as well as a lack of support from a na-tional or internana-tional level. A lack of support from a nana-tional level can thereby limit female movements. Fifteen out of sixteen interviewees emphasise as a form of ´power to´ the importance of having support and networks when aiming for a high-level corporate position. Interviewees highlight as a form of ´power over´ the frequently assumed lack of networking skills and lack of access to powerful works by women. Interviewees emphasise that having access to powerful net-works, often labelled the ´old boys´ network´, is crucial. Furthermore, a lack of female solidarity is highlighted as a form of ´power over´, thus women failing to support other women. In the literature frequently defined as the ´Queen Bee Syndrome.´ This means women who have already achieved to gain a powerful corporate position failing to promote other women from younger generations.

Interviewees highlight that it is crucial to include men in one´s struggle when aim-ing to increase gender equality in management and board positions. As a form of

´power to´ respondents mention having a supportive environment. Hereby inter-viewees particularly highlight the importance of having support from a mentor, professor, colleagues, a team, friends and family. Eleven out of sixteen inter-viewees highlight that they themselves have felt support and solidarity from oth-ers during their career path when reaching their current position. Respondents underline that not only support on an individual level is crucial when aiming for more gender equality on boards, thus having support from one´s professional or social environment, but also support from a national and international level. In-terviewees point out the importance of having support from a national or interna-tional level for triggering gender equality in the workforce on a larger scale and increasing the number of WoB and management positions on a larger scope.

Initiatives from a national or international level can thereby trigger social pres-sure towards more gender equality, eventually achieving societal change.

In the following, respondents argue that having access to powerful networks is crucial when aiming for a management or board position in China. Furthermore, interviewees mention that women frequently lack access to the necessary and influential networks. Thereby, expert interviewee Mrs. Xie particularly highlights the importance of the old boys’ networks. Furthermore, Mrs. Li argues that often women do not only lack access to the powerful networks but also lack the

nec-149 essary networking skills. Mrs. Yang highlights “Guanxi is important in China!

Networks are important for being successful!” She underlines the importance of having guanxi, thus access to social networks and influential relationships that may support and facilitate one´s business relations. She underlines that having necessary and influential networks is crucial when aiming to be successful. In addition, also expert interviewee Mrs. Xie underlines the importance of having access to powerful networks when aiming for a management or board position.

She states, “you also need to have the network.” Furthermore, addressing women´s networking skills she states, "And women tend to network less than men. Especially in the top management it is very much an old-boy´s network.”

Mrs. Xie states that in top management positions the old boys´ network is still very persistent. Moreover, Mrs. Li argues:

“Why do positions never even show up? That´s because they are already filled. Men go out they have drinks, they bond and they go: ´Oh there is a new job by the way I think you should go after.´ Women are not even in the game. So it´s more and more prevalent when you get higher and higher.

Women just think that by my own merit, my good work, I should get jobs.

And I think that works very well with jobs on lower ranks to the middle man-agement, but anytime you get to a higher level like executive level that goes out the window it´s all about politics. It’s all about power. It´s all about who you know and who actually will sponsor you, that´s it.”

In addition, Mrs. Li highlights “I think women don´t network well. It is kind of like a vicious circle.” She underlines the importance of networking and states that ac-cording to her experience women frequently do not network well enough.

Above Mrs. Li, Mrs. Xie and Mrs. Yang highlight the importance of networking skills and having access to powerful networks, frequently the old boys´ network.

Having support particularly from such powerful networks seems to be crucial when aiming for a high-level career position. Interviewees criticise that women frequently lack access to such powerful networks and often do not network well enough. In the following, respondents argue that frequently they have experi-enced a lack of support among women themselves. In scholarly literature this phenomenon is described as the ´Queen bee syndrome.´ This means women who have already achieved a high-level career position not promoting other women, particularly younger generations. In line Mrs. Li states, “So there is no competition but there is back stabbing. Women backstab each other. So it is not enough that we already have competition with men, but we are being back-stabbed by our own gender.” Mrs. Li highlights that at times instead of offering support women tend to backstab each other. When asked how the number of women in management and board positions could be increased, she states:

“I think first women need to support women. We (women) are already fight-ing the other 50 percent but we are also fightfight-ing among ourselves. That is just a fact. Why should men crack it (glass ceiling)? They are already win-ning. So it needs women to crack that.”

Mrs. Li underlines that women need to support women in order to crack the glass

150 ceiling. In line with Mrs. Li also Mrs. Yang highlights “Women should support other women, cause we share certain struggles.” Mrs. Yang emphasises the importance of female solidarity. In addition, Mrs. Song states that women should unite and work together in order to overcome barriers that may keep women from obtaining high-level career positions. She states, “women should unite to-gether.” Furthermore, she underlines the power and strength that can emerge when having solidarity with others, arguing, “When we unite together and link together that is the time when women altogether will have more energy to com-bat with this world.” In addition, also expert interviewee Mrs. Shi underlines fe-male solidarity when stating, “There are companies for example where women are in management positions. Then how can these women support other women, like peer support. This peer support is important and is also part of women´s empowerment.” Mrs. Shi highlights the importance of peer support among women in order to achieve female empowerment.

Above, interviewees have highlighted the importance of female solidarity, thus women supporting each other. When aiming for gender equality it is not only crucial working together with other women, but one should also include men.

Mrs. Song and Mrs. Li argue that in one´s struggle for gender equality in man-agement and board positions one should not exclude men. Mrs. Song highlights that one needs to work together “with men. The relationship should not be anti. It should not be us women against men. We should learn to work harmoniously together with men, not against men, when we want to reach very high manage-ment positions.” In addition, also Mrs. Li states that “As soon as we make men enemies of women, then we are in trouble. That is not what we want, never.”

Interviewees highlight the importance of working together with men when aiming for more gender equality.

Furthermore, respondents state that having a general supportive environment is crucial when aiming for a high-level career position. Thereby, interviewees par-ticularly mention having a mentor. Accordingly, Mrs. Yang underlines that “We cannot grow by ourselves, we need a mentor. So get someone to mentor you.”

She states that one cannot grow alone. Therefore, she suggests that one should look for a mentor. In addition, Mrs. Guo states that “This support is very impor-tant.” Also Mrs. Zhang underlines the importance of mentorship and support by others when stating, “if there are other people available for feedback or mentor-ship use this, to know we are not alone.” Mrs. Zhang highlights the importance of having support from others and knowing that one is not alone. However, she states, “Some women don´t have that type of mentorship.” When asked what she would suggest others aiming for a similar career position, Mrs. Huang states, “I would suggest you to have a mentor in your corporation because sometimes you need support.” Mrs. Huang argues that one should find a mentor in one´s corpo-ration for support. Also Mrs. Wang highlights the importance of having a mentor by stating, “I can see how important it is to have mentors. You don´t need to have very many people but you need a number of people that can give you some advice who can change the course how you navigate your career.” Mrs. Yang states

“One thing, in fact for a lot of women, before they rise up, before they do

151 something, someone is behind them to support and encourage them. Say-ing: ´Keep on going, I am always here.´ And you know that makes a huge difference because you do not need to worry about if I will do this then somebody will be pissed off. You will have a lot of personal struggles, but if you have cleared that out that is a great way to start and empower our-selves.”

Mrs. Yang states that to be successful you should have a person that has your back. This means someone that encourages and supports you and your career path. Furthermore, Mrs. Yang states that one cannot change alone. She argues that one needs the support of others, “There are lots of people that can support you. And that really makes the difference. It's all about people. We cannot live alone, we cannot change alone. It's all about the right people.” She states:

“…that's why I always say if you want to be successful surround yourself by people who want you to be successful. Otherwise being successful will be very difficult. Because if the people around you do not want you to be suc-cessful or do not support you, your success will be very difficult. But when you surround yourself with people who support you, who mentor you and who lift you up, your success will come easier and faster as well.”

Mrs. Yang argues that it is important to surround yourself with people that want you to be successful and that are willing to support you. She states that other-wise career success will be very difficult to achieve. Just like Mrs. Yang also Mrs.

Wang highlights the importance of having a supportive mentor. She states, “I think for every successful woman there must be at least one or two mentors to help her going through some difficult times.” When asked how the number of women in management and board positions could be increased, she states, “I think one of the things, I have mentioned publicly, is that a lot of organisations are still quite male dominated. So one of the suggestions is to get a mentor. A male can be a good mentor to a female. So I think that is very important.” She states that corporations are still largely male dominated. Therefore, she reasons that a man could be a good mentor for a woman. Mrs. Wang points out the gen-der of a mentor. Mrs. Liu and Mrs. Cheng however ungen-derline personal character-istics as trustworthiness for a well-functioning mentoring relationship. Mrs. Liu states that “When you work in a corporation you don´t work by yourself. So you do want to have a trusting relationship with the people around you, above you and below you. So I think having this trusting relationship is important to build.”

Furthermore, when asked whether support from others is important when aiming for a management or board position, Mrs. Cheng states, “Yes, of course. If you want to get into the position you need to show your ability and when you show ability and your colleagues and boss support you that means you have the ability and you can do this job.” Mrs. Cheng highlights that support from others is par-ticularly important when striving for a leadership position.

Above, interviewees have highlighted that having support from others is crucial when aiming for a high-level career position. In the interviews, eleven out of six-teen respondents state that they have felt support and solidarity from others while on their career path, particularly reaching their current career position. Mrs.

152 Wang responds, “I have been very lucky to have very good mentors and partners and senior people protecting me and supporting me.” She underlines the impor-tance of her personal mentoring relationships when stating that:

“whenever I had problems, doubts and concerns, I would always talk to him (mentor). And he would say: ´Ok, this is what we will do and I will help you to talk to other people to get things done. I will give you a face. I will give you esteem. I will support you to be on the stage, don´t be afraid to fail, it will be ok.´”

She continues to reflect upon her own mentoring relationship when stating, “So I think this mentorship in an organisation is important whether it is male or fe-male...actually sometimes I think a male can be better help to the female to guide them as they go through the journey and give them confidence.” Mrs.

Wang highlights the importance of having a trustful mentoring relationship within one´s organisation. She again particularly points out the mentor´s gender. Mrs.

Yang states, “Wow, there was so much support. I cannot change, I cannot rise up, I cannot transform by myself.” Mrs. Yang highlights that support from others is crucial when trying to develop one´s career. Moreover, also Mrs. Chen re-sponds affirmatively when asked whether she has felt any support from others when obtaining her current career position. She states:

“Yes, sure. I have worked for quite a few companies. I have to say all my bosses have been great mentors. Through these three executives I learned a lot and I grew a lot under their guidance and coaching. In my former compa-nies there were also career managers to support each individual.”

Mrs. Chen highlights that all her former superiors have been excellent mentors to her. In addition, Mrs. Li states, “I have always had really good men mentors, more so than I have had women, just because there are less women.” In line with Mrs. Chen also Mrs. Li states that she has had supportive mentors. She states that her mentors have been primarily male rather than female however simply due to the fact that women still tend to be underrepresented on corporate boards. In contrast to the before mentioned, Mrs. Huang states that she has not had a single person that she could call a mentor. However, she argues that she has learned a lot from others. She states, “I don´t have like a single mentor but I do learn a lot from other people. Me, I like to learn. I look at how other CEOs handle things. I talk to people that I respect.” Moreover, Mrs. Zhang states that looking back on her career path she would have liked to have a support group.

She argues:

“For me, looking back, it would have been really good to have a cohort group. A group of women, a little bit like a support group and a sisterhood group. Sometimes we need to share some of our experience with someone without feeling shame or feeling guilty, like having this unbiased approach to each other.”

Although Mrs. Zhang and Mrs. Huang did not have a single mentor, both recog-nise the importance of having a supportive environment. Mrs. Zhao argues that

153 she had mentors during her career path. When asked whether she has felt sup-port from others, she states:

“Yes, mentors. During different times of my career and at different levels I have always had very very good mentors. They always cared about me and they know me. So mentors are good. And I learn from my team. I learn from them I ask them a lot of questions.”

In addition, also Mrs. Cheng highlights her experience with team support. She states that she has received a lot of support from her colleagues, arguing:

“…a lot of my colleagues have supported me. I am very lucky that I have a lot of people supporting me at work. I have a colleague who is an expert in my area, he knew that my boss was pushing me to do this position and that I was willing to do this. So he pushed with me and he thought I had the ability to do this job. Yes, he encouraged me a lot. Also the other group leaders from the other teams supported me a lot. Especially when I was under big pressure they encouraged me a lot.”

Mrs. Cheng highlights her personal experience, stating that she has felt sup-ported by her own colleagues, her boss and other group leaders. Furthermore, also Mrs. Liu argues, “Clearly there have been people that have been helpful that have suggested me for roles. I have had encouragement from the people I work with, also colleagues oversea in the company.” In line with the before mentioned, also Mrs. Guo has felt support. She argues that she herself has “a very experi-enced mentor from business.” Others, as Mrs. Shi have felt support from their professor. She states, “My professor. His support was very important also to get this position. So basically the people around you can give you big support and that is very important for a career.” In addition, Mrs. Qi underlines the importance of receiving support from her friends and professors:

“Yes, friends and advisors. My advisors are very important for me. My advi-sor at XXX⁵⁴ was a very strong woman. I think she pushed me. We all need this kind of social capital. But in my case this social capital is not from my family, but from my friends and professors. So in this way I really thank my professors and my friends.”

In Mrs. Qi´s case the social capital⁵⁵ has not come from her family, but rather from her advisors.

In Mrs. Qi´s case the social capital⁵⁵ has not come from her family, but rather from her advisors.