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Intro -- Title -- Copyright -- Contents -- 1 Introduction -- 2 Literature Review -- 3 Research Design -- 4 Analysis of the Institute's Workforce -- 5 Job Satisfaction -- 6 Building Career Paths in Science Research -- 7 Networking, Mobility and Mentoring -- 8 Gender and Career Paths -- 9 Generational Change in Science Research -- 10 Keeping Women in Science Research -- 11 New Ways of Doing Science -- Afterword -- Appendix -- Acknowledgements -- References -- Index

Purpose
– The purpose of this paper is to explore the issues arising for women and men in senior management in New Zealand and Australian universities where life course and career trajectories intersect, and analyses how the stereotypical masculinist culture of universities can create additional problems for women.


Design/methodology/approach
– The data presented here comes from 47 interviews undertaken with women (27) and men (20) senior managers – a total of 26 interviews from New Zealand universities and 21 from Australian universities. "Senior Management" was defined in this study as those academic managers with university wide responsibilities, who were currently in senior management positions.


Findings
– Life-course issues for women aspiring to senior management roles in universities are framed around hegemonic constructions of masculinity; notions of academic careers subsuming personal life in professional roles; and structural constraints making rational choice impossible for many women. Furthermore, the excessive hours worked in such roles equate with the definition of extreme jobs. The paper concludes that the way in which women and men in senior HE endeavour to balance work and family life differs but creates issues for them both.


Research limitations/implications
– The structure and operation of Australian and New Zealand universities make gender diversity and management difficult to operationalise, given the competing imperatives of work and other life course trajectories. It is crucial to reframe life course and career intersections are conceptualised to ensure that diversity can be maximised.


Originality/value
– This paper focuses on women and men in senior management positions in New Zealand and Australian universities, but the findings can be generalised to other countries with HE systems based on the British University model. In discussing how institutional culture affects the intersection of career and life course trajectories, this paper highlights the detrimental outcomes for individuals and the resultant lack of diversity in the sector.

PurposeThe purpose of this paper is to analyse the factors in the under‐representation of female Rectors/Vice‐Chancellors (VCs), Vice‐Rectors/Deputy Vice‐Chancellors (DVCs), and Pro‐Rectors/Pro Vice‐Chancellors (PVCs) – collectively described as the University Executive or senior management – in Turkey and Australia. This includes support and mentoring, recruitment and selection processes, and the role of Rectors/VCs.Design/methodology/approachQualitative interviews are conducted with both male and female senior managers in old and new and metropolitan and regional universities in Turkey and Australia.FindingsIt is found that some women have difficulty getting into senior management, and generally their support or mentoring came from further down the organization than for men. In both countries male and female managers consider that Rectors/VCs are particularly influential in senior management appointments, with women perceiving this as a barrier. The particularly low representation of women in senior management in Turkey reflects the absence of equity frameworks, but also role conflict which is more likely to impact on women in relation to senior management rather than academic appointments.Practical implicationsThis research indicates that it is still difficult for women in both countries to be appointed to senior management roles in Universities and that support, networks and the role of Rectors/VCs in the appointment process are important factors. Awareness about gender in senior management links back to legislative frameworks or lack of them. Universities in Australia – unlike Turkey – are required to report annually on their commitment to addressing under representation of women in their workforce. The impact of legislative compliance has been to sensitise both men and women in universities to gender issues. Turkey, by contrast, continues to have low representation of women in senior management and no legislative imperative to address this inequality. And because many women in Turkey decide not to apply for senior management positions due to conflict between work and family responsibilities, their representation remains low and fails to challenge the prevalent view that gender is not an issue in senior management.Originality/valueThe paper demonstrates that equity frameworks –or lack of them – may have an impact on the representation of women in higher education (HE) senior management in Turkey and Australia but that cultural factors such as role conflict may also prevent women in Turkey from applying for senior management positions.

This article examines the link between terms of employment (full time, part time and casual) at an Australian regional university and women's career progression. The literature identifies lack of transparency in recruitment, promotion and retention; mobility and location; and management perceptions of women's choice to work flexibly as factors impacting on career progression. However, the voices of women working in regional universities and particularly those of professional staff are often not present in current research. This study moves towards addressing this research deficit. Feminist institutionalism is used to analyse the relationship between national legislation, university policies and informal institutional practices in relation to women's career progression In early 2020, twenty-one women provided written responses to questions on the link between terms of employment and career progression. The main findings tend to support other research about women working in universities; that is, carers need flexible work arrangements. But there are particular differences for women in regional universities who have to travel between dispersed campuses, which brings an added dimension of complexity to career progression. Their choices about terms of employment and fulfilling carer responsibilities resulted in insecure employment for some participants which had an impact on wellbeing and confidence. In addition, care/household responsibilities and the choice to work flexibly had a negative effect on career progression, and managers did not necessarily support flexible work options (despite national legislation that enables employees with child care responsibilities to negotiate flexible work arrangements with managers, and institutional gender equality policies).