The value of feminist agency can also be observed at organisational level, where it links to the concept of diversity management as a driver of improved outcomes for women. For example, Joseph’s (2013) study on feminist networks shows that when corporations and businesses act to create special networks to encourage women's participation and the development of female talent, this improves the opportunities available to women and boosts levels of employee engagement for female employees. This relationship is found even for women who are not a part of the network or involved in other initiatives. The existence of such initiatives seems enough to support the belief that feminist values are appreciated and that women are able to succeed without having to adopt traits that are more masculine. For example, Singh Deo (2009, p. 102) carried out a study of HSBC, showing that the organisation "has effectively used workforce policy and culture in creating a gender diverse organizational structure in one of its departments". These efforts were shown to improve levels of engagement across employees of both genders, and help to achieve higher levels of performance and achievement by female employees within the company.
However, whilst this is a major approach to the achievement of equality for women in many developed economies, it is undermined by a lack of a coherent gender theme, which will support more universal recognition of gender bias and thus ways to overcome it (Lehman, 2012). This limits the value of feminist agency as a mechanism through which to achieve broad understanding of equal opportunities and discrimination, with feminist agency instead being applied to individual narratives such as single organisations or business units (Ross-Smith and Huppatz, 2010). This has again resulted in the development of individual feminist structures, aimed at representing and supporting women within a specific business environment, rather than addressing wider embedded social conceptions of gender. Whilst this approach helps to incorporate social learning and competency development into women's employment, it is also limited by the focus on one organisation, and the potential issues this may create for women in business as a whole (Swan et al, 2009).
All about the saudi women and health