European Journals of Business Management




Professor Boniface Mwasusu Sababu

Pwani University, Business Management and Economics Department

P. O Box 195 – 80108 Kilifi, Kenya

E – Mail: This email address is being protected from spambots. You need JavaScript enabled to view it.


CITATION: Sababu, B. M. (2015), The Impact of Organizational Gender Dynamics on establishment of Formal Strategic Management Systems. European Journal of Business Management, 2 (5), 36-41.



In most societies, gender concern has been a cultural policy issue for many years. Women have been seen as passive beneficiaries of development. On this basis, many gender policies have been developed. Gender policy approaches began in 1950 during which the emphasis was laid on the welfare of the women. The purpose was to bring women into development as better mothers. This policy lasted up to 1970 when equity gender policy emerged whose purpose was to gain equity from women in development. It recognized all women’s roles and seeked to meet strategic gender needs through direct state intervention, giving political and economic autonomy and reducing inequality with men. This policy was later followed by efficiency approach policy which was predominant approach in the 1980s. The purpose was to ensure that the development was more efficient through women’s economic contribution, with participation associated with equity. It seeked to meet practical gender needs while relying on all roles and elasticity of women’s time. Women were seen in terms of capacity to compensate for declines in social services. The most recent approach is the integration approach which is characterized by a shift from Women in Development (WID) to Gender and Development (GAD). This is a reaction to marginalization of WID. The purpose is to integrate gender awareness and competence into mainstream development. It recognizes the different gender roles and need and access to control over resources by both men and women. GAD promotes effectiveness and efficiency as well as identifying opportunities for improving gender redistribution and equity in development. It was on the basis of these policies that the author of this study set out to examine the impact of organizational gender dynamics on establishment of formal strategic management systems in Kenya. An econometrics model relating to gender dynamics and levels of establishment of formal strategic management systems was developed. Samples of 33 organizational male top managers and 33 organizational female top managers were then taken by use of convenient sampling method and tested. The results show that the estimated coefficient is positive and significant. This means that being a male top manager have an effect on the establishment of formal strategic management in organizations. Other things being equal, the conclusion arising from this study is that there is not yet equity between male top managers and female top managers. Perhaps the various gender equity policies so far adopted have not contributed effectively to the attainment of gender equity in the management of resources.  

Key words: Gender, Equity, Policies, and Development

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