Exploring the influence of organisational culture on women's perceptions of gender diversity, equity, and inclusion initiatives in the manufacturing sector

Abstract

Women remain significantly underrepresented in leadership roles within male dominated industries like the South African manufacturing sector, despite decades of corporate commitments to gender diversity, equity, and inclusion (DEI) (Simionescu, Gherghina, Tawil, & Sheika, 2021). Research shows that at the current pace of change, it may take over a century to achieve gender parity in managerial positions (United Nations, 2023). This study critically examines how organisational culture shapes women’s perceptions of DEI initiatives, employing Schein’s Model of Organisational Culture as a theoretical framework (Schein, 2010). Specifically, it investigates how cultural artifacts, espoused values, and underlying assumptions influence workplace experiences, career progression, and retention of women. Through a qualitative, interpretive research approach, semi-structured interviews were conducted with women leaders across multiple manufacturing organisations. Thematic analysis revealed persistent structural and cultural barriers, including exclusion from informal power networks, gendered leadership biases, and performative DEI strategies that fail to drive substantive change. Findings suggest that while many organisations have formal DEI policies, their effectiveness is undermined by entrenched cultural norms that reinforce male-dominated hierarchies. Women reported scepticism regarding the authenticity of these initiatives, often perceiving them as compliance-driven rather than transformative. Furthermore, the study highlights the critical role of leadership accountability, mentorship, and the establishment of psychologically safe work environments. The study provides evidence that meaningful gender diversity cannot be achieved through policy alone but requires cultural transformation at all levels of the organisation. This research contributes to both academic and industrial discussions on workplace diversity by offering practical recommendations for manufacturing organisations to bridge the gap between DEI rhetoric and lived reality. By challenging deeply ingrained cultural biases and reshaping leadership structures, organisations can create environments where women are not only present in leadership but also able to thrive.