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Table of Contents
Contributors; Chapter 1: Introduction; 1.1 Situating theßTransnational inßKnowledge Work; 1.2 Situating Gender inßTransnational Knowledge Work; 1.3 Transnational Transgressions ofß"Gender inßOrganizations"; 1.4 Structure; Chapter 2: A Gendered Analysis ofßIT-Enabled Service Work inßtheßGlobal Economy; 2.1 Gender andßtheßGlobal Sourcing ofßITES Work; 2.2 Illustrations ofßITES Work; 2.3 Call Centers; 2.4 Shared Service Centers; 2.5 The IT Sector; 2.6 Developing Gender Research inßITES Work; 2.6.1 Develop Definitions andßStatistical Baselines.
2.6.2 Research theßSpecifics WithinßtheßFormal andßInformal Economy2.6.3 Consider Both Paid andßUnpaid Work toßAppreciate theßTotality ofßWomen's Lives; 2.6.4 Provide Detailed Historical andßOccupational Studies; 2.6.5 Focus onßInternational Regulation ofßLabor andßRecognition ofßWorkers' Rights Globally; 2.6.6 Consideration Needs toßBeßGiven toßAll Dimensions ofßInequality; 2.7 Conclusion; References; Chapter 3: Paradox ofßEmpowerment andßMarginalization; 3.1 Theoretical Framework; 3.2 Method; 3.3 Findings; 3.3.1 Demographic Information; 3.4 Attraction ofßaßCS Degree forßWomen inßIndia.
3.4.1 Status ofßWomen inßCS inßIndia3.4.2 Attraction ofßIndian Men toßCS; 3.4.3 Obstacles Encountered by Women inßCS; 3.4.4 Incidents Related toßBeing aßWoman inßCS; 3.5 Discussion; 3.6 Conclusion; References; Chapter 4: A Perfect Match?; 4.1 Theoretical Framework andßPrevious Research; 4.1.1 Gendered Work Ideals; 4.1.2 The Gender Connotations ofßQualification Profiles; 4.1.3 The Gender Connotations ofßCare Responsibilities; 4.1.4 Gender Connotations inßtheßTransnational Business Context; 4.1.4.1 Care Responsibilities inßtheßTransnational Business Context.
4.1.4.2 Qualification Profiles inßtheßTransnational Business Context4.2 Method andßMethodology; 4.2.1 The Case Study Companies; 4.2.2 Data Collection andßAnalysis; 4.3 Results andßAnalysis; 4.3.1 Cultural Clashes over Qualification Profiles; 4.3.2 Cultural Clashes over Care Responsibilities; 4.4 Concluding Discussion; 4.4.1 Empirical Contribution: Diverging Work Ideals andßCultural Clashes; 4.4.2 Conceptual Contribution: Work Ideals inßaßTransnational Business Context; References; Chapter 5: Culturalism asßResistance; 5.1 Multiple Gendered Logics at Work; 5.2 Methods.
5.3 Situating theß(Gendered) Indian IT Professional5.4 Navigating Gender Before Diversity Policies; 5.5 Culturalist Responses toßGender Inclusivity; 5.5.1 Lavanya at InTech: Resistance andßUniversalism; 5.5.2 Padmini atßDatacom: Resistance asßDeflection andß(Culturalist) Reinterpretation; 5.5.3 Industrywide Discourses: Professional Indian Women Are Not There Yet; 5.6 Discussion; 5.7 Implications andßDirections forßFuture Research; References; Chapter 6: Top Men inßTransnational Companies; 6.1 Studying Transnational Men andßMasculinities; 6.2 The Finnish Context.
2.6.2 Research theßSpecifics WithinßtheßFormal andßInformal Economy2.6.3 Consider Both Paid andßUnpaid Work toßAppreciate theßTotality ofßWomen's Lives; 2.6.4 Provide Detailed Historical andßOccupational Studies; 2.6.5 Focus onßInternational Regulation ofßLabor andßRecognition ofßWorkers' Rights Globally; 2.6.6 Consideration Needs toßBeßGiven toßAll Dimensions ofßInequality; 2.7 Conclusion; References; Chapter 3: Paradox ofßEmpowerment andßMarginalization; 3.1 Theoretical Framework; 3.2 Method; 3.3 Findings; 3.3.1 Demographic Information; 3.4 Attraction ofßaßCS Degree forßWomen inßIndia.
3.4.1 Status ofßWomen inßCS inßIndia3.4.2 Attraction ofßIndian Men toßCS; 3.4.3 Obstacles Encountered by Women inßCS; 3.4.4 Incidents Related toßBeing aßWoman inßCS; 3.5 Discussion; 3.6 Conclusion; References; Chapter 4: A Perfect Match?; 4.1 Theoretical Framework andßPrevious Research; 4.1.1 Gendered Work Ideals; 4.1.2 The Gender Connotations ofßQualification Profiles; 4.1.3 The Gender Connotations ofßCare Responsibilities; 4.1.4 Gender Connotations inßtheßTransnational Business Context; 4.1.4.1 Care Responsibilities inßtheßTransnational Business Context.
4.1.4.2 Qualification Profiles inßtheßTransnational Business Context4.2 Method andßMethodology; 4.2.1 The Case Study Companies; 4.2.2 Data Collection andßAnalysis; 4.3 Results andßAnalysis; 4.3.1 Cultural Clashes over Qualification Profiles; 4.3.2 Cultural Clashes over Care Responsibilities; 4.4 Concluding Discussion; 4.4.1 Empirical Contribution: Diverging Work Ideals andßCultural Clashes; 4.4.2 Conceptual Contribution: Work Ideals inßaßTransnational Business Context; References; Chapter 5: Culturalism asßResistance; 5.1 Multiple Gendered Logics at Work; 5.2 Methods.
5.3 Situating theß(Gendered) Indian IT Professional5.4 Navigating Gender Before Diversity Policies; 5.5 Culturalist Responses toßGender Inclusivity; 5.5.1 Lavanya at InTech: Resistance andßUniversalism; 5.5.2 Padmini atßDatacom: Resistance asßDeflection andß(Culturalist) Reinterpretation; 5.5.3 Industrywide Discourses: Professional Indian Women Are Not There Yet; 5.6 Discussion; 5.7 Implications andßDirections forßFuture Research; References; Chapter 6: Top Men inßTransnational Companies; 6.1 Studying Transnational Men andßMasculinities; 6.2 The Finnish Context.