How Informal Networks Shape Women's Professional Opportunities

If you’re a woman studying or working in business, technology, or any field you’ve likely encountered the subtle but persistent challenges that come with navigating a male-dominated space. Perhaps you’ve had your ideas overlooked, your contributions downplayed, or your expertise questioned. These microaggressions may seem insignificant or unintentional, but over time, they form a pattern that has a real impact on your professional experience and opportunities. 

Networking is vital for career advancement. Yet, studies consistently show women have a harder time networking than men do. Men typically network through strategic social events, building relationships with other men outside of the organization. This strategic socializing involves traditionally masculine activities: drinking, sporting, gaming (Mickey). For women, there is often the belief that they don't have a place in the men's "inner circle." Women in the workplace often avoid events centered around masculine-deemed activities, in fear they might be overstepping in an environment they are unwelcome. 

Gendered organization theory, as described by Jenny K. Rodriguez

 and Elisabeth Anna Guenther, is centered around Joan Acker’s work as an American

sociologist and analyst regarding gender and class within the second wave of feminism. One of the central arguments of gendered organization theory, particularly from Acker’s work, is that organizations are gendered not only in terms of their explicit practices and policies but also in the symbolic structures that perpetuate gender inequalities. Acker’s (1990) assertion that organizations are deeply gendered through norms, practices, and regulations reflects the way that, even in supposedly neutral or meritocratic spaces, gendered expectations and biases shape everyday interactions and decisions. So, while we may exist in corporate spaces and not even recognize the gendered workings around us - they are there. 

This is not just about individual biases but it reflects systemic patterns within the organizational culture of tech companies that perpetuate gender inequalities. The networking challenges women face are a great example of this. These practices, without intention, not only exclude women but also reinforce gendered hierarchies by making it harder for women to form the crucial connections necessary for career advancement. Acker’s work on gendered substructures—like these informal networks—helps us understand that these seemingly “neutral” social dynamics are imbued with gendered expectations, even when the intention may not be explicit discrimination. These structures act as invisible barriers that women encounter in their everyday professional lives.

Gendered organization theory, particularly through the lens of intersectionality, helps us understand that gender is not the only axis of power in these spaces. For women in tech, their experiences are also shaped by factors like race, class, sexuality, etc.. Intersectionality, as developed by scholars like Kimberlé Crenshaw, challenges the idea that gender alone is sufficient to explain inequalities in organizations. That to say, individuals’ identities layer atop each other, creating a unique experience for each person.

The challenges women face in networking, for instance, might be compounded by racial dynamics. For example, women of color in tech may face even greater exclusion in male-dominated spaces. Or it may be compounded by socioeconomic status: women from less privileged backgrounds may have fewer connections or access to the informal networks where men often bond. This idea is consistent with Acker’s (2012) notion that gendered inequalities in organizations often intersect with race, class, and other social structures. Intersectionality also helps explain why some women may not feel they belong in traditionally masculine networking spaces. Their discomfort isn’t simply about gender; it’s about the way that gendered expectations around what is “appropriate” for women intersect with other factors (e.g., race, class, or cultural background).

As mentioned before, many women brush off these negative experiences, deeming them unintentional and therefore harmless. This is connected to the concept of gender-blindness in organizations, which Acker (2006) and others discuss. Gender-blindness refers to the way organizations and individuals often overlook the gendered dimensions of workplace dynamics, leading to the normalization of gender inequalities. Women who are accustomed to these behaviors might internalize this gender-blindness, making it harder for them to see the systemic nature of the discrimination they face. This aligns with the argument that gendered organizations often operate under the assumption of neutrality, masking the asymmetrical power relations that exist in the workplace. For instance, the idea that men network through traditionally masculine activities and women feel excluded is a classic example of how gender-neutral spaces like networking events are actually gendered and reinforce inequalities.

One of the key elements of gendered organization theory is the idea that informal power structures—such as networks of male colleagues who bond over “masculine” activities—are often central to career advancement in organizations. In tech, networking is crucial for career success, but the male-dominated nature of these informal networks places women at a disadvantage. This dynamic reflects what Acker calls the gendered division of labor in organizations: women often find themselves excluded from power structures, not necessarily because of overt discrimination, but because of the gendered expectations embedded in informal organizational practices.

Women’s exclusion from male-dominated networks can limit their access to key resources like career mentorship, sponsorship, and information about job opportunities. This is a clear example of how gendered networks in organizations act as powerful tools for maintaining gendered inequalities in career progression and power dynamics. 

So, what can you do about this? 

Organizations like Women in Business Technology is a great example of a welcoming and empowering environment for women. Building communities of women to support, uplift, and help each other advance in their careers is immensely powerful. Getting involved in such networks can help level the playing field and provide women with the resources and connections they need to succeed. It is important to break through the gendered barriers and advocate for a more inclusive and equitable workplace alongside other strong women who are paving their way to success and to be leaders.