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Modern corporations and strategies at work
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Modern corporations and strategies at work
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Organisational Culture and Gender Stereotypes in the Technology Industry: A Comparative Study
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Nayak, Bhabani Shankar; Tabassum, Naznin
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Organisational Culture and Gender
Stereotypes in the Technology Industry:
A Comparative Study of the AMD
and Nvidia
Anniken Emilie Høiås, Naznin Tabassum, and Bhabani Shankar Nayak
1 Introduction
Organisational culture has long been discussed in the literature, with several different
models being proposed to explain and identify it within companies. Many of these
models look at various aspects of the culture using fixed or given dimensions, such
as Schein’s (1985) iceberg model and Handy’s (1993) model of culture. The model
selected for this research is the cultural web as it provides the flexibility to use
findings from within the culture of an organisation.
This chapter contains an outline of organisational culture and its different theories and models, as well as an investigation of the organisational culture in Advanced
Micro Devices (AMD) and Nvidia using the cultural web model. The aim of the
study is to understand the impact that organisational culture can have on gender
discrimination and inequality in the workforce. In the existing literature, it appears
that there is very little research on the relationship between gender discrimination
and organisational culture, despite the fact that companies, especially in the technology industry, are well known for their tendency to be more male-dominated and
lacking in gender diversity (Arun & Bryony, 2015). Having identified a gap in the
literature, the current study examines the organisational culture of AMD and Nvidia
to identify whether there are gender stereotypes within them. As such, the review of
the literature is linked to the organisational culture of companies operating explicitly
A. E. Høiås (B)
1415 Oppegaard, Norway
e-mail: annikenhoias@hotmail.com
N. Tabassum
University for the Creative Arts, Epsom, UK
e-mail: N.Tabassum@derby.ac.uk
B. S. Nayak
Buisness Schoool, University of Derby, Derby, UK
e-mail: Bhabani.nayak@uca.ac.uk
© The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2022
B. S. Nayak and N. Tabassum (eds.), Modern Corporations and Strategies at Work,
https://doi.org/10.1007/978-981-19-4648-6_2
9
10
A. E. Høiås et al.
within the technology industry. The review focuses both on articles which discuss
the themes of culture and organisational culture, and on secondary case studies about
culture within technology companies. Content analysis and a qualitative approach
are employed to assess AMD and Nvidia’s organisational culture from the perspective of current employees. As such, the assessment should benefit our understanding
of organisational culture and suggest measures for avoiding gender inequality and
discrimination in the workforce within the technology industry.
2 Understandings of Organisational Culture
Culture can be defined as the knowledge and/or characteristics of a particular group of
people sharing the same language, religion, social habits or interests (Zimmermann,
2017). Culture is also often associated with patterns of human behaviour which can
be challenging to understand from an outsider’s perspective (Pedersen and Sorensen
1989); this definition can be related to Hofstede’s explanation that culture influences
the way humans behave and think (1997).
Organisational culture is a complex topic that has been defined in various ways
in the literature. Lundy and Cowling (1996) arrived at perhaps the most commonly
known definition, stating that culture is “the way we do things around here”. However,
although this definition is correct, it is not all-encompassing. Weber et al. (2012)
explored the idea that managers use the business’s corporate culture to differentiate
their business operations from those of competitors. In comparison, Ortega-Parra
et al. (2013) suggested that organisational culture can be defined as the system
of values, beliefs, and behaviours that subconsciously drive employees’ decisionmaking. Hofstede (2021) however, sees organisational culture as the way in which
members relate to one another, and how they relate to their work and the outside
world.
Organisational culture has been recognised as an essential influential factor that
helps to analyse an organisation in various contexts (Dauber et al., 2012). It is established that organisational culture is important and relevant to the understanding of
how organisations can be both effective and distinctive (Khatib, 1996). This culture
is a significant force which affects the behaviour of the employees and overall effectiveness of the organisation (Marcoulides & Heck, 1993; Schein, 1990). In this way,
organisational culture can be defined as “the ‘set theory’ of important values, beliefs,
and understandings that members share in common. Culture provides better (or the
best) ways of thinking, feeling and reacting that could help managers to make a
decision and arrange activities for the organisation to meet the business goals and
objectives” (Sun, 2008: 137). Having a strong organisational culture facilitates shared
values and helps ensure that everyone within the organisation is on the same track
(Robbins, 1996). The organisational culture can influence factors such as employee
motivation and morale, productivity and efficiency, and quality of work, and can
Organisational Culture and Gender Stereotypes …
11
contribute to employees’ attitudes in the workforce; these can be identified using
different models and techniques (Campbell & Stonehouse, 1999).
3 Approaches and Models for Studying Organisational
Culture
There are three approaches to the classification of organisational culture: by dimensions, by interrelated structure, or by typology. Each of these approaches can be used
to define organisational culture via different organisational culture models, and each
has its advantages depending on which aspect of the culture is the focus (Dauber
et al., 2012:3).
Various empirical studies have employed the dimensions approach (Chatterjee
et al., 1992; Hofstede et al., 1990; Sagiv & Schwartz, 2007) to measure different
dimensions of organisational culture, along with scales that can relate to, or be
compared with, another dimension (Dauber et al., 2012: 2). The interrelated structure approach was used by researchers such as Allaire and Firsirotu (1984) Hatch
(1993) and Schein (1985). These studies concentrated on developing a link between
organisational culture as a concept to other characteristics of an organisation, rather
than on single variables and/or dimensions, as in the dimensions approach (Dauber
et al., 2012: 2). As Mayer et al. noted, “This approach tends to be multidisciplinary in
nature, [and] commonly characterises configuration models” (1993). The typology
approach is based on categorising an organisation by predefined vital characteristics
(Cartwright & Cooper, 1993) and does not focus on comparing these characteristics
or their relationship to each other, as in the interrelated structure approach (Dauber
et al., 2012: 3).
4 Exploring Organisational Culture
Several models have been developed to describe the relationship between the
phenomena and variables within an organisational culture and their role within an
organisation (Martins et al., 2003). Questions have been raised as to how the dimensions of an organisational culture can be described. Sathe developed an organisational
culture model which focuses on the leadership influencing the organisational system
and personnel regarding the actual and expected behaviour patterns; this model has
been criticised for not examining the influence of external factors on the organisational culture. Other models which have been used to interpret organisational culture
will now be discussed.
12
A. E. Høiås et al.
Schein’s Iceberg Model
Using an interrelated structure approach, Schein (1985) created the iceberg model
which divides the culture into three distinct levels: artifacts, values, and assumptions.
Artifacts are the obvious elements of the organisation that even outsiders can see,
while values are the declared set of values and norms within the organisation, and
assumptions are the beliefs and behaviours that are so deep within the organisation
that they may go unnoticed. Schein argued that values, beliefs, and norms exist
are internal to humans, and therefore hard to identify and interpret. Hatch (1993)
criticised this model for “not addressing the active role of assumptions and beliefs
in forming and changing organisational culture”, and added a fourth domain called
symbols. Both of these models are strongly focused on parts of the culture in an
organisation, and Hatch specifies four processes that link these domains. Moreover,
both models provide simplified but limited perspectives due to their high level of
abstraction (Dauber et al., 2012) (Fig. 1).
Handy’s Model of Organisational Culture
The model connects organisational culture with organisational structure, and Handy
argues that these two characteristics cannot be separated. There are four types of
culture (power, role, task, and person) which can be identified by the extent to
which an organisation is both formalised and centralised. Handy also explained
that employees might be unsuccessful at all of these types of culture, depending on
their preferences and personalities, and that it is up to the organisation’s executives
to handle all four types of culture. In comparison, Schein (1985) argues that culture
is an entity that is almost impossible to measure, study, or change.
Fig. 1 Schein Cultural iceberg model (McGuire, 2012)
Organisational Culture and Gender Stereotypes …
13
Fig. 2 Handy’s cultural model (Handy, 1993a, b)
There are some limitations to Handy’s approach, in that the four different cultures are
fixed or given. This compares to the six elements in the cultural web model chosen
for the current study, and there are no fixed or given aspects as every company has the
same outcomes within these elements. The reason for this is that these cultures are
within every organisation, rather than something which has been created, negotiated,
or shared by people within it. It can be argued that none of the models is preferred
over the others, as each is suited to different kinds of organisational circumstances
(Fig. 2).
5 Significance of Gender-Diverse Organisational Culture
Diversity is an essential aspect of culture (Jeffs & Morrison, 2005). According to
Loden and Rosener diversity can be classified in terms of primary dimensions, such
as age, race and gender, or secondary dimensions, such as work background, income,
education, or religion. Neither of the abovementioned organisational culture models
address diversity, and indeed there has been little research on gender diversity and
organisational culture. However, what the existing studies do show is that having a
gender-diverse organisational culture is important not least because it can positively
impact growth, productivity, and innovation (Arun & Bryony, 2015). Having women
in top management roles can result in higher earnings and greater shareholder wealth
(Welbourne, 1999). Moreover, companies with more women in their IT departments
tend to be further along in the digital transformation and have a more robust financial
performance (Sullivan et al., 2021). Ford and Richardson (1994) believe the reason
for all of this is because women tend to be more concerned than men when it comes
to ethical behaviour in the workplace.
14
A. E. Høiås et al.
Alfrey and Twine (2016) undertook a study on gender inequality which analysed the environment in STEM (science, technology, engineering, and medicine)
workplaces. The research identified three ways in which the females they studied
responded to this gender-discriminated working environment. The first finding was
that the females tended to downplay their femininity, in line with other studies (Eisenhart & Finkel, 1998; Faulkner, 2000; Kvande, 1999; McIlwee & Robinson, 1992). The
second was that they tended to neutralise the existing gender differences by discursive
positioning (Jorgenson, 2002) and the third was that they tended to stop working in
STEM fields (Blickenstaff 2005). Interestingly, Schilt (2006) found that women who
gender transitioned received higher pay and were treated with more authority and
respect than when they were females. While having a gender diverse organisational
culture can be beneficial, as mentioned above, significant gender inequality remains
in STEM workplaces, indicating that women do not want to work within them (Schilt,
2006). Females experience gender discrimination and masculine environments and,
therefore, decide to move companies and industries (Jorgenson, 2002).
6 The Cultural Web Model
The cultural web model developed by Johnson and Scholes can be seen as an extension to the model created by Deal and Kennedy with a typology approach that helps
to identify the organisational culture (Johnson et al., 2008: 197–203). Johnson (1988)
described the paradigm as “the set of beliefs and assumptions [that are] held relatively
common through the organisation, taken for granted, and discernible in the stories
and explanations of the managers”. The cultural web model can help an organisation
identify which aspects of their culture are successful and which need to be developed,
changed, or even removed. The model is based on six elements, as shown in Fig. 3.
The cultural web model was chosen as the framework for interpreting different
phenomena regarding areas of employee behaviour and organisational decisionmaking processes. The model unites various aspects of culture such as diversity,
in contrast to how it is traditionally dispersed across the literature, for example, in
Handy’s model. The framework provides pre-determined dimensions that allow the
categorisation of the organisational culture of a business. As such, this may be a
benefit or a challenge, depending on the research needs, and is also provided for in
Schein’s iceberg model (Sun, 2008: 140). However, the strength of the cultural web
model lies in its simplicity, as it provides a clear overview of the cultural elements and
organisational entities, such as structure and control systems. The model also brings
in how each component overlaps and impacts the others (Freemantle, 2013a, 2013b).
As such, the model can help managers control and direct employee behaviour, such as
by using selected rites, stories, symbols and shared values (Sun, 2008: 140). Johnson
and Scholes (1999) argue that these paradigms are necessary because organisational
culture is rooted in an employee’s mind, and so asking someone to describe their
organisation’s paradigm would likely lead to a satisfactory answer.
Organisational Culture and Gender Stereotypes …
15
Fig. 3 Cultural web model
7 The Cultural Web as a Tested Model
The cultural web model has been widely used in previous literature to analyse the
academic culture of different sectors such as higher education, and in work-based
learning (Doherty & Stephens, 2019; Morris 2018). These studies have valuable
insight into the academic sector’s culture, revealing leadership issues connected to
the power and organisational structures, respectively. The model has also been used to
change maternity leave services in the NHS, as Freemantle (2013a, 2013b) identified
a dysfunctional culture with devastating consequences for patient care. Based on the
findings generated by the model, Freemantle suggested improvements for the efficiency, effectiveness and environment under study. Therefore, the cultural web model
has been tested in various sectors and is suitable for looking at the organisational
culture of businesses.
16
A. E. Høiås et al.
AMD's net revenue from 2014 to 2019 in
million U.S. Dollars
10
5.5
5
3.99
4.31
2015
2016
5.25
6.47
6.76
2018
2019
0
2014
2017
Fig. 4 AMD net revenue 2014–2019 (Statista 2021a, 2021b, 2021c)
8 Organisational Culture in the AMD
Advanced Micro Devices (AMD) is an American multinational semiconductor
company producing microprocessors, chips, embedded processors, and graphics
processors (AMD, 2021) founded as a start-up company in 1969 in Silicon Valley
(AMD, 2021). AMD has more than 11,000 employees worldwide and had a revenue
of $6.7 million in 2019 (AMD, 2021) (Fig. 4).
9 Organisational Culture in Nvidia
Nvidia is an American multinational technology company that designs graphics
processors and chips (Nvidia, 2021a, 2021b). Founded in 1993 by the current CEO,
Jensen Huang, in Silicon Valley (Nvidia, 2021a, 2021b) Nvidia has more than
13,000 employees worldwide and had a revenue of $11.72 million in 2019 (Statista,
2021a, 2021b, 2021c) (Fig. 5).
Nvidia's net revenue from 2014 to 2019 in
million U.S. Dollars
15
11.72
9.71
10
5
6.9
4.13
4.68
5.01
2014
2015
2016
0
2017
2018
Fig. 5 Nvidia net revenue 2014––2019 (Statista, 2021a, 2021b, 2021c)
2019
Organisational Culture and Gender Stereotypes …
17
The Analytical Outlook
Three commonly used research techniques are statistical, thematic, and content analyses. Content analysis is a general term for different ways of analysing text and is
used when exploring a great deal of textual information to determine the trends
and patterns in the words used (Pope et al., 2006). Thematic analysis is employed to
closely examine data and identify similarities or patterns (Braun & Clarke, 2006: 79).
In contrast, statistical analysis concerns collecting data and recovering the patterns
and trends (Pope et al., 2006). In this research, ten employee reviews gathered from
both companies’ websites were thematically analysed to identify any patterns. The
reviews were also compared to find similarities and differences in perspective both
within and between the companies, and to reveal patterns potentially operating in
the same industry.
The Time Frame
As one of two time frames employed in research, cross-sectional studies are used
when a study involves a particular phenomenon at a specific time (Steedle & Zahner,
2015) while longitudinal studies occur over a more extended time so that change and
development can be observed (Saunders et al., 2016). This study was cross-sectional
because of the time limitation of around eight months, making a longitudinal study
less feasible.
10 The Organisational Culture in AMD and Nvidia
and the Cultural Web
This section analyses the organisational culture in AMD and Nvidia using the
cultural web model. Published between 1–31 January, 2021, the selected secondary
source reviews were written by current employees of AMD or Nvidia. Other figures
in this section are taken from the companies’ websites and annual reports, to
demonstrate and visualise what the employees were saying in terms of diversity and
the gender gap within the companies. The reviews used in this analysis can be found
in Appendices 1–2.
11 Analysing the Organisational Culture in AMD Using
the Cultural Web Model
As mentioned previously, AMD is a company with more than 11,000 employees
worldwide.
Table 1 shows the common themes mentioned in the employee reviews of AMD’s
organisational culture.
18
A. E. Høiås et al.
Table 1 Cultural web model analysis of AMD
Stories
• Culture (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
• Diversity (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b)
• Hiring and promotion (Indeed, 2021a, 2021b; Comparably, 2021a,
2021b)
Symbols
• Balance (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
• Flexibility (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
• Dress code (Comparably, 2021a, 2021b)
Power structure
• Management style (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
• Turnover (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
Organisational structure • Authority (Glassdoor, 2021a, 2021b; Comparably, 2021a, 2021b)
• Favouritism (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
Control system
• Rewards (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b)
• Salary (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
• Flexibility (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
Rituals and routines
• Training (Indeed, 2021a, 2021b; Comparably, 2021a, 2021b)
• Opportunities (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
Content Analysis of the Employees’ Reviews
The Stories
The common themes revealed by the thematic analysis were culture and diversity
in relation to stories. Of the ten (100%) reviews, five mentioned that the company
culture in AMD was good, as the employees were satisfied with the culture within the
organisation; however, three (30%) described it as destructive and toxic. Four (40%)
mentioned the lack of diversity within AMD, while six (60%) did not mention diversity. A positive comment was made by person A, who said, “There is a good teamwork culture where the employees are helping each other”. This aligns with Alpander
and Lee (1995) who argued that having a good company culture and collaboration
increases productivity and overall performance.
Another positive comment was made by person G, who said “The company is good
in terms of inclusiveness for the LGBTQ community”. Negative or semi-negative
comments were made by persons E and I, who respectively noted that, “It is a
toxic culture” and “it is a good culture, but not many females work here”. Figure 6
demonstrates the lack of females and diversity within AMD.
Organisational Culture and Gender Stereotypes …
19
Gender percentage of employees in AMD from
2015–2019
80%
76%
71%
76%
76%
76%
60%
40%
29%
24%
24%
24%
24%
20%
0%
2015
2016
Total Male
2017
2018
2019
Total Female
Fig. 6 Gender percentage of employees in AMD 2015–2019 (AMD, 2021)
The Symbols
The common themes regarding symbols that arose from the thematic analysis were
balance, flexibility, and dress code. Out of the ten (100%) reviews, three (30%)
mentioned a good culture within AMD and a good work-life balance in the sense
that the employee can be flexible with where they want to work. In contrast, seven
reviews (70%) mentioned an insufficient balance between work and life. Seven (70%)
reviews mentioned a casual dress code in AMD, and the lack of rules or regulations
on how to dress at work; three (30%) did not mention the dress code. It is known
that employees working in the IT industry tend to have a more casual dress code
compared to other sectors, and according to Laliberte (2016) this is because it is
an industry where you can express who you are with fashion, without limitation.
One positive comment (person C) was, “It is a good work-life balance since we are
flexible with where we can work as long as we have an internet connection”; however,
negative comments were made by persons B, A, and E who said, respectively, “It is
hard to balance because of the workload”, “The hours are long and [it is] hard to find
a balance between work and personal life” and “It is a stressful environment with a
lot of work in a short period”.
The Power Structure
Management style and turnover were themes revealed in relation to the power structure. Out of ten (100%) reviews, three (30%) mentioned poor senior management,
but seven (70%) did not mention management. Six (60%) employees mentioned the
high employee turnover among junior staff, whereas four (40%) did not mention
turnover. Person H commented that, “Senior managers only think about themselves
and keeping their roles in the company rather than helping their team develop and
improve”, while person B stated that, “there is not enough focus on hiring qualified
employees which can help the company improve”.
20
A. E. Høiås et al.
The Organisational Structure
The common themes arising from the thematic analysis on authority in relation to
organisational structure showed that AMD has a flat hierarchy structure. Lisa Sue is
the CEO, and there are executive and senior vice presidents, with 17/19 executives
and vice presidents being male and only two female (AMD, 2021b). There is a
significant shortage of females in the company, as mentioned before. Out of ten
(100%) reviews, four (40%) said there was a culture of politics in the company, and
three (30%) mentioned bureaucracy. For example, person H said, “It is a culture of
politics where management only thinks about themselves”.
The Control System
The common themes on the control system were salary and rewards. Out of ten
(100%) four (40%) mentioned that the pay was good, while six (60%) said that the
salary was terrible. For example, person J said, “The pay is good”, but person G said,
“The salary is poor compared to the amount of work the managers expect”. In the
same vein, person J said, “The poor salary makes it less motivating to put in the extra
work”. Lorens et al. (2011) argued that having a poor salary can make employees
less motivated regarding work and performance. Person E’s review stated that the
pay was not too bad, but the benefits could have been better. Six (60%) employees
said that there were good benefits within the company, but four (40%) said that they
were poor. Persons A, G and I stated the salary was bad, but the benefits were good.
The Rituals and Routines
The common themes in relation to rituals and routines were training and opportunities. Out of ten (100%) reviews, four (40%) said the company had good options
for training and growth, while five (50%) said that these were poor. Person C did
not mention training or growth. For example, person E said, “There are good opportunities for training and growth in the company”, while person I said, “There are
poor opportunities for growth in the company, and the work you do is repetitive”.
According to Bartel (1994) there is a significant link between the provision of training
for employees and productivity growth, and this might explain the comment made
above on high employee turnover and a lack of qualified employees.
12 Analysing the Organisational Culture in Nvidia Using
the Cultural Web Model
As mentioned previously, Nvidia is a company with more than 13,000 employees
worldwide. Below, Table 2 shows the common themes mentioned in the employee
reviews of the organizational culture in Nvidia.
Organisational Culture and Gender Stereotypes …
21
Table 2 Cultural web model analysis of Nvidia
Stories
• Diversity (Glassdoor, 2021a, 2021b; Comparably, 2021a, 2021b)
• Culture (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
Symbols
• Balance (Indeed, 2021a, 2021b; Comparably, 2021a, 2021b)
• Flexibility (Comparably, 2021a, 2021b)
• Dress code (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
Power structure
• Management style (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b)
Organizational structure • Leadership team (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
Control system
• Salary (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
• Benefits (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b
Rituals and routines
•
•
•
•
Training (Indeed, 2021a, 2021b; Comparably, 2021a, 2021b)
Mentorship (Glassdoor, 2021a, 2021b; Comparably, 2021a, 2021b)
Growth (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b)
Opportunities (Glassdoor, 2021a, 2021b; Indeed, 2021a, 2021b;
Comparably, 2021a, 2021b)
The Stories
The common themes arising from the thematic analysis in relation to stories were
culture and diversity. Out of ten (100%) reviews, four (40%) of the employees said
they were satisfied with the culture in Nvidia, whereas five (50%) reviews said there
was a culture of politics in Nvidia. Person G did not mention if the culture was good
or bad, but did mention a lack of diversity, along with 40% of the employees. Five
(50%) did not mention diversity in their reviews.
As Figs. 7 and 8 show, there was a significant difference between the male and
female employees in the period 2015–2019. Figure 7 shows the lack of female
employees in the company, while Fig. 8 shows the lack of females in senior management and the company’s technical roles. For example, person B said, “it is a culture
of teamwork and collaboration which is a good thing”. In contrast, person H said,
“the culture in Nvidia is terrible” and person J said, “it is a culture of politics and
bureaucracy”.
The Symbols
The common themes from the thematic analysis in relation to symbols were balance
and flexibility. Out of ten (100%) reviews, five (50%) said that there was a good
work/life balance within the company, while five (50%) employees said there was
a poor work/life balance. Seven (70%) employees also said that there was good
flexibility within the company, while other reviews did not specify what type of
flexibility there was. Seven (70%) of the reviews mentioned long hours, indicating
that there was too much work. Three (30%) did not mention the working hours. For
example, person C said, “the company has been great with adjusting to Covid-19 and
22
A. E. Høiås et al.
Gender percentage of employees in
Nvidia from 2015–2019
100%
80%
60%
40%
20%
0%
83%
82%
82%
2015
2016
2017
Total Male
81%
19%
19%
18%
18%
17%
81%
2018
2019
Total Female
Fig. 7 Gender percentage of employees in Nvidia 2015–2019 (Nvidia, 2020)
Employees in Nvidia based on sector and gender in
2019
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
19%
Total Male
86%
83%
81%
17%
14%
Total Female Management Management Technical Roles Technical Roles
Roles Male Roles Female
Male
Female
Fig. 8 Employees in Nvidia based on sector and gender 2019 (Nvidia, 2020)
remote working. However, person G said, “the hours are exceptionally long when it
is close to a new product launch. It is expected to work 24 h to make a product ready
in time close to a launch”.
Out of ten (100%) four (40%) employees mentioned no formal dress code in
Nvidia. Six (60%) did not mention the dress code. For example, person C said, “we
can wear what we want to work, and it is no need to dress formally”.
The Power Structure
The common themes of the thematic analysis in relation to the power structure were
management style. Out of ten (100%) three (30%) said there was a poor senior
management team, and four (40%) mentioned the need for better communication
between employees and senior managers. Person J emphasised that it took time
for employees to receive information. This indicates that six (60%) of the reviews
mentioned negative aspects of the management style, with the other four (40%)
Organisational Culture and Gender Stereotypes …
23
Senior management roles by gender in
Nvidia in percentage from 2018–2020
100%
83%
84%
83%
80%
60%
40%
17%
20%
17%
16%
0%
2018
Senior Management Male
2019
2020
Senior Management Female
Fig. 9 Senior management roles by gender in Nvidia 2018–2020 (Nvidia, 2020)
not mentioning anything. Comments in this regard are exemplified by: person E,
who said, “the management team are not any helpful”; person B, who said, “the
communication is terrible”; and, person J, who said, “it takes time before we get any
information from the managers”.
The Organisational Structure
The common theme in the thematic analysis in relation to organisational structure
was authority. Jensen Huang is the CEO of Nvidia, and the leadership team is based
on four officers, two of whom were female and two male in 2018–2020. At the same
time, the board of directors was based on 13 people, three of whom were female.
Figure 9 shows the difference in senior management roles in Nvidia between 2018–
2020. A significant gap can be seen here between males and females. In the ten
reviews (100%) four (40%) mentioned a lack of diversity and five (50%) said there
was a culture of politics (Fig. 9).
The Control System
The common themes arising from the thematic analysis in relation to the control
system were reward and salary. Out of ten reviews (100%) nine (90%) said that the
salaries were satisfactory, but person G said that the salary was inadequate. However,
100% of the reviews said they were satisfied with the company’s benefits. Comments
made in this regard are illustrated by person D, who said, “I am satisfied with the
benefits because Nvidia does offer medical advice and care access if we need that”.
Many offices also do provide onsite services such as laundry and car maintenance
(Nvidia, 2021a, 2021b).
The Rituals and Routines
The common themes in the thematic analysis in relation to rituals and routines were
training and opportunities. Out of ten reviews (100%) five (50%) mentioned good
opportunities for training and growth in Nvidia. Seven (70%) said that they were
satisfied with the mentor arrangement Nvidia provides, while two (20%) said that
this arrangement was good if you had a mentor who provided you with the help you
24
A. E. Høiås et al.
needed. For example, person B said, “Nvidia does offer training if the employee
wants this”, but person G said, “there are not enough opportunities for training and
growth”.
13 Comparing the Organisational Culture in AMD
and Nvidia
As Table 3 shows, there are some similarities and differences between AMD and
Nvidia according to the cultural web model. AMD and Nvidia are similar regarding
stories, symbols, power structure, and organisational structure, but different on
the control system and rituals and routines. It is clear that both companies had a
gender gap both for employees and those in management. Based on the reviews,
AMD’s employees seemed more dissatisfied than Nvidia’s, possibly because the
latter’s employees were more satisfied with their salary, benefits, and better access
to personal development. Based on the employee reviews, those giving a negative
review tended to be negative on all the analysed aspects, potentially indicating that
the employee does have a generally negative attitude towards to company. In contrast,
those employees who gave positive reviews tended to have a more positive attitude
towards the company. In contrast, those employees who gave positive reviews tended
to have a more positive attitude towards the company, as shown in Appendices 1–2.
Based on these findings, there is no significant connection between the organisational culture in AMD and Nvidia and gender discrimination, despite the identification of a lack of diversity within both organisations. The study also identified a gender
gap in the management and technological sectors in the companies, but there is no
Table 3 Comparison of the cultural web model findings of AMD and Nvidia
Similarities
Differences
Stories
• Lack of diversity
• Culture of politics
• Culture of teamwork (AMD)
Symbols
• Poor work/life balance
• Long hours
• Casual dress code
• Good flexibility (AMD)
Power structure
• Poor senior management
• High turnover (AMD)
• Favouritism amount managers
(AMD)
• Poor communication (Nvidia)
Organizational structure • Flat hierarchy
• Poorly diverse leadership team
Control system
Rituals and routines
• Good benefits
• Poor salary (AMD)
• Good availability for training
and growth (Nvidia)
• Good mentorship programme
(Nvidia)
Organisational Culture and Gender Stereotypes …
25
evidence showing this to be due to the companies’ organisational culture. Although
little research has been conducted on how a company’s organisational culture may
be connected to gender inequality, a few studies have revealed the lack of diversity
within companies operating in the technology industry, demonstrating that companies are male dominated, challenging environments for females. These findings may
explain why there is a lack of diversity in AMD and Nvidia. However, the data used
in this study do not provide this information explicitly in the employee reviews.
14 Conclusions
Research suggests that it is necessary for women to experience career equality with
gender-inclusive climates (Kossek et al., 2003) and so the first recommendation for
both companies would be to reduce their gender gap by actively and specifically
encouraging females to apply for jobs in their company. AMD has created AMD
Research, which is their attempt “to build a culture of inclusion [and] expand beyond
the company walls” (AMD, 2021a). These activities support early-year graduate
students and help women and under-represented minorities enter the technology
industry (AMD, 2021a).
In both companies, having a more diverse management team could also reduce
some of the difficulties employees may experience. As mentioned in the literature
review section, having females in top management roles results in higher earnings
and better shareholder wealth. Males and females view the purpose of conversations
differently (Merchant, 2012). Females use communication as a device to develop
social connections and build a relationship, while males use language to exert dominance and achieve tangible outcomes (Leaper, 1991; Maltz & Borker, 1982). Burns
(1978) argues that females tend to use the transformational leadership style, which
encompasses inspirational and visionary leaders who gain their employees’ trust
and confidence. This has been done by creating shared goals and setting plans for
employees to achieve these goals. Therefore, it is necessary to have both males and
females in a company.
A common factor in both AMD and Nvidia was the lengthy working hours, indicating that workloads for employees were potentially too great and that more people
needed to be recruited. Recruiting more employees would also allow AMD and
Nvidia to decrease the gender gap and employ more females.
Another recommendation on increasing overall employee satisfaction in AMD
would be to increase the company’s benefits. None of the employees mentioned
in their reviews that AMD has a mentorship programme as does Nvidia, and
indeed AMD employees were less satisfied with training and growth opportunities
compared to Nvidia. Establishing a mentorship programme could help the employees
increase their personal skills and knowledge, which will also improve AMD’s overall
performance.
This section has looked at the organisational culture in AMD and Nvidia using the
cultural web model. The findings show that AMD and Nvidia had similarities and
26
A. E. Høiås et al.
differences in their organisational culture. A common theme for both companies was
the lack of diversity and a gender gap in employee and management positions. As yet,
no findings show that this is linked to the organisational culture. Recommendations
were provided on how AMD and Nvidia can improve their overall organisational
culture and decrease their respective gender gaps.
The analysis also showed that there was lack of diversity and a lack of females
in management and technical roles, respectively. However, the analysis does not
indicate that this was because of the organisational culture in AMD or Nvidia. None
of the reviews mentioned that the lack of diversity was because of the organisational
culture. This lack of diversity might be because of factors mentioned earlier, such
as the lack of female applicants for jobs. Another factor may be that the technology
industry is known for being heavily male dominated, and therefore females do not
want to work within this industry. This analysis revealed no indication that the lack
of diversity was because of the organisational culture or the employees within the
companies.
Being more positive, the employees in AMD did say there was a culture of teamwork and collaboration. Employees in Nvidia said it had a good mentor programme
and opportunities for growth within the company. This could indicate that the lack
of females in management positions was because of the general lack of females in
the company, as the analysis has shown.
Acknowlegements Being more positive, the employees in AMD did say there was a culture of
teamwork and collaboration. Employees in Nvidia said it had a good mentor programme and
opportunities for growth within the company.
Appendix
Appendix 1: 10 Employee Review of AMD
Person A
• Good culture
– Good teamwork
• Lack of diversity
• Poor w/l balance
• Poor salary
• Good benefits
• Good flexibility
• Good opportunities
• Stressful environment
• Casual dress code
Person B
• Good culture
• Lack of diversity
• Poor w/l balance
• Good salary
• Good benefits
• Good flexibility
• Good opportunities
• Stressful environment
• Casual dress code
• High turnover
– Not hiring enough qualified people
Organisational Culture and Gender Stereotypes …
Person C
• Good culture
• Good w/l balance
– Good teamwork
• Good salary
• Good benefits
• Good flexibility
• Casual dress code
• Inclusive for LGBTQ
Person D
• Good culture
– Good teamwork
• Good w/l balance
• Good salary
• Good benefits
• Good flexibility
• Good opportunities
• Casual dress code
Person E
• Good culture
• Good w/l balance
• Good salary
– Not too bad
• Bad benefits
– Could been better
• Good flexibility
• Good opportunities
• Stressful environment
Person F
• Toxic culture
• Hired/promoted by network
• Poor w/l balance
• High turnover
• Culture of politics
• Bad salary
• Bad benefits
• Poor flexibility
• Poor opportunities
• Casual dress code
Person G
• Toxic culture
• Hired/promoted by network
• Poor w/l balance
• Poor senior management
• High turnover
• Culture of politics
• Bad salary
• Good benefits
• Poor flexibility
• Poor opportunities
• Casual dress code
Person H
• Toxic culture
• Poor w/l balance
• Poor senior management
– Only thinking about themselves
• Managers favouriting
• High employee turnover
• Culture of politics
• Bad salary
• Bad benefits
• Poor flexibility
• Poor opportunities
• Casual dress code
Person I
• Lack of diversity
• Hired/ promoted by network
• Poor w/l balance
• Poor senior management
• Managers favouriting
• Bad salary
– Less motivating
• Good benefits
• Poor flexibility
• Poor opportunities
• High turnover
Person J
• Lack of diversity
• Hired/ promoted by network
• Poor w/l balance
• Culture of politics
• Bad salary
– Less motivating
• Bad benefits
• Poor flexibility
• Poor opportunities
• Stressful environment
• High turnover
27
28
A. E. Høiås et al.
Appendix 2: 10 Employee Review of Nvidia
Person A
• Good culture
• Lack of diversity
• Good w/l balance
• Good salary
• Good benefits
• Good flexibility
• Good opportunities
• Good mentoring
Person B
• Good culture
– Teamwork/collaboration
• Poor w/l balance
• Long hours
• Poor communication
• Good salary
• Good benefits
• Good flexibility
• Good opportunities
• Good mentoring
Person C
• Good culture
• Good w/l balance
• Long hours
• Casual dress code
• Wear what you want
• Good salary
• Good benefits
• Good flexibility
– remote
• Good opportunities
• Good mentoring
Person D
• Good culture
• Poor w/l balance
• Long hours
• Good salary
• Good benefits
• Medical help
• Good flexibility
• Good opportunities
• Good mentoring
Person E
• Toxic culture
• Lack of diversity
• Poor w/l balance
• Casual dress code
• Long hours
• Poor senior management
• Culture of politics
• Good salary
• Good benefits
• Good flexibility
• Good opportunities
• Good mentoring
Person F
• Lack of diversity
• Good w/l balance
• Poor senior management
• Culture of politics
• Organization with bureaucracy
• Good salary
• Good benefits
• Good flexibility
• Good mentoring
Person G
• Lack of diversity
• Poor w/l balance
• Long hours
– Especially close to launch
• Poor senior management
• Poor communication
• Culture of politics
• Bad salary
• Good benefits
• Poor flexibility
• Poor opportunities
• Poor mentoring
Person H
• Poor w/l balance
• Long hours
• Casual dress code
• Culture of politics
• Organization with bureaucracy
• Good salary
• Good benefits
• Poor flexibility
• Good mentoring
Organisational Culture and Gender Stereotypes …
Person I
• Good w/l balance
• Long hours
• Good salary
• Good benefits
• Good flexibility
29
Person J
• Good w/l balance
• Culture of politics
• Casual dress code
• Organization with bureaucracy
• Good salary
• Good benefits
• Poor flexibility
• Poor mentoring
• Poor communication
• Long time to get down the chain
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Anniken Emilie Høiås is currently studying for a master’s degree at the Hult international business school and working for the College of West Anglia as a commercial trainer in business and
management. She has completed her bachelor degree from Coventry university in international
business management. She has previously worked at companies like Enterprise Rent-A-Car and
Fave. Her research interest is in Cultural Differences in Organizations, and how this impacts the
organization culture. The research idea came after her interests of traveling and fascination of
culture and cultural differences in organizations, and their impact on the operations.
Naznin Tabassum is currently working as a Senior Lecturer and BA (hons) Business Management Programme Leader (Year-3) at the University of Derby, Derby, UK. She is a gender
researcher. She worked in universities in Coventry, Teesside, Newcastle, Bradford and Leeds for
last eight years. Her research interests consist of five interrelated subject areas i.e. (i) Women
in management/leadership/Women entrepreneurs and Gender stereotyping, (ii) Resilience, (iii)
Liberal, radical and moderate feminism, (iv) Corporate Governance and CSR, (v) Corporate Prostitution. The main focus of her research is the impact of gender stereotyping on women career
progression in South East Asia. She is author of book chapter like; Women entrepreneurs in
Libya: a stakeholder perspective; and journal articles like; ‘Gender stereotypes and their impact on
women’s career progressions from a managerial perspective’, ‘Antecedents of women manager’s
resilience: conceptual discussion and implications for HRM’ and ‘The impact of gender stereotyping on female expatriates; A conceptual model of research’.
Bhabani Shankar Nayak is a political economist working as Professor of Business Management,
University for the Creative Arts, UK. He worked in the universities in Sussex, Glasgow, Manchester, York and Coventry for last eighteen years. His research interests consist of four closely interrelated and mutually guiding programmes i.e. (i) political economy of sustainable development,
gender and environment in South Asia, (ii) market, microfinance, religion and social business, (iii)
faith, freedom, globalisation and governance and (iv) Hindu religion and capitalism. The regional
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focus of his research is on the impacts of neoliberalism on social, cultural and economic transition of indigenous and rural communities in South Asia. He is the author books like; ‘Nationalising Crisis: The Political Economy of Public Policy in India’, ‘Hindu Fundamentalism and
Spirit of Capitalism in India’ and ‘Disenchanted India and Beyond: Musings on the Lockdown
Alternatives’, China: The Bankable State (2021).