Browsing by Author "Khan M"
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- ItemCorporate Social Responsibility in Vietnam: Systematic review of research and future directions.(Emerald, 2021-08-02) Nguyen M; Khan M; Bensemann JWhile research on corporate social responsibility (CSR) is reaching new territories, the extent to which such literature manifests itself in developing countries is yet to be fully understood. To that end, this study investigates the understanding, evolution, and practice of CSR in Vietnam. A systematic review of the current literature in the recent past (2000-2020) has been embraced in this research. By analysing a total of 143 articles, we demonstrate that there has been visible growth in published articles related to CSR in Vietnam over the last 21 years. We demonstrate that CSR research in Vietnam has significantly grown in the recent past. Our results highlight the in-depth distribution of publications by year, journal, industry, nature, and focus of CSR research in the country. This study is not only the first to provide an enhanced overview of the current state of CSR knowledge in the country but also sets out directions within the CSR research agenda related to Vietnam and potentially other emerging and developing countries.
- ItemThe unseen in the glass ceilings: examining women’s career advancement in higher education institutions through a multi-level institutional lens(Taylor and Francis Group, 2024-04-25) Khan M; Sulaiman R; Nazir O; Khan S; Awan SAs women’s presence in higher education grows, their limited representation in academic leadership roles remains a critical concern. This study investigates the complex institutional barriers hindering women’s advancement into leadership positions. Drawing on in-depth interviews with 37 women in academia, our analysis reveals multifaceted challenges rooted in institutional, organisational, and individual factors. Institutionally, cultural and societal norms, including those influenced by religious traditions, profoundly influence gender dynamics within specific contexts. Organizational factors, such as a predominantly male workforce and entrenched practices, pose significant obstacles to women’s career progression in academic institutions. At a personal level, we introduce the concept of internalisation of subjugation, which captures women academics’ tendency to adopt more masculine practices, echoing observations from traditional leadership models. This research offers valuable insights into the nuanced barriers constraining women’s path to academic leadership. A comprehensive understanding of these challenges is essential for developing targeted strategies and policies to promote gender equality and inclusivity in higher education institutions.