The future of the changing face of women managers in Asia

Abstract

[Introduction]: This book on the changing 'face' of women managers in Asia has covered nine economies. These have a disparate range of economic, spatial and demographic sizes, structures and development stages, patterns and trajectories. Thus, the small populations of Hong Kong, Taiwan and Singapore, medium-sized ones of Japan, South Korea ('Korea' from here on), Malaysia, Thailand and Vietnam and the giant China are all covered. Within this, at the micro level, we also covered a wide range of management, organisations and sectors, including services (IT, media, retail, hotels, finance, research and development, education, administration) and manufacturing (chemicals, motor vehicles, health care products). This can be clearly seen in the overview of the diverse case studies in Table 11.1. In terms of the book's structure, although the format of chapters was kept as constant as possible, each chapter used somewhat different perspectives. Thus, the same content was asked for, and mostly delivered. This structure was requested to increase coherence and to give common sections to allow easier and quicker comparisons between economies in similar dimensions. Therefore, each chapter focused on its specific economy using the common format that allowed the main contours of women in management to be traced in a similar manner with integration, compatibility and consistency across the book. This structure not only made reading easier, with a more consistent and even flow, but also assisted more explicit cross-chapter area/issue comparisons. For example, contexts, challenges, cases and so on, could be quickly identified and compared as 'stand alone' parts. These structural and content features all allow the book and its chapters to be used and read in a variety of flexible ways. The main sections used in each chapter were: • Introduction • Context - political, legal, economic, cultural/social, key labour market features • Case studies • Challenges • Conclusion Additionally, each chapter incorporated a mix of case studies and vignettes of indigenous organisations and managers who succeeded in developing exceptional management styles. These case studies provide more specific, empirical and 'real-life' information on women in management and allow them to give 'voice' to their issues. This unusual focus and aspect of the book (and the series to which it belongs) differentiates it from more traditionally empirical or theoretical, dense and heavy research, monograph-type books. The 'voice' element came out clearly in the cases. Data for these illustrations were collected and compiled in a variety of ways. Sometimes individuals were interviewed directly about their experiences and expectations. Some cases highlighted enduring constraints and emerging opportunities in practices and developments. Thus, a key purpose and unique feature of the book and series - to elicit organisational and practitioner 'voices' that readers might identify with and feel inspired (or warned) by - was achieved.