E. M. E. Oh

How do women navigate contradictory expectations about motherhood and employment as they cross national and cultural boundaries? This study explores how college-educated Chinese migrants in Singapore interpret the meaning of work throughout migration and motherhood, contributing to feminist scholarship on transnational mobility and the gendered division of labor. Analysis of 36 in-depth interviews reveals how migrant women encounter shifting expectations about maternal employment across the intertwined processes of migration and motherhood. We call this pattern flexible motherhood: a gendered work–family schema that expects mothers to continually adjust their employment to serve collective family goals, particularly husbands’ careers and children’s education, while treating such adjustment as moral devotion. Despite divergent migration pathways, including family migrants who accompanied their husbands as they relocated and independent migrants who initially came to Singapore for their own education or employment, women experienced similar employment trajectories and institutional barriers to re-entering the workforce as migrant mothers. Across stages of migration and motherhood, women’s narratives suggest that flexible motherhood works less as a single mechanism than as an organizing logic. In the end, this study highlights how the demand for maternal flexibility reproduces gender inequality in families pursuing mobility across borders.

Integrating the categorization-elaboration model (CEM), resource complementarity, and human capital perspectives, we investigate whether the founder CEO’s human capital resources can influence the effect of workforce gender diversity, an untapped strategic resource, on venture firm performance. Our main focus lies on knowledge- and technology-intensive venture firms, and we propose that both workforce gender diversity and the CEO’s human capital resources jointly influence venture firm performance. We identify the specific functional impacts of the founder CEO's human capital, encompassing entrepreneurial experience, human resource (HR) management experience, and same-industry experience. Analyzing 1413 venture firms utilizing multilevel analysis (random coefficient modeling), we find that gender diversity does not significantly affect venture firm performance. Nevertheless, the founder CEO’s entrepreneurial experience exerts a positive impact on the interplay between gender diversity and venture firm performance. These findings underscore the strategic role of the founder CEO’s human capital resources in moderating the effects of gender diversity, making significant contributions to the diversity and strategic human capital resource literature.

Integrating the categorization-elaboration model (CEM), resource complementarity, and human capital perspectives, we investigate whether the founder CEO’s human capital resources can influence the effect of workforce gender diversity, an untapped strategic resource, on venture firm performance. Our main focus lies on knowledge- and technology-intensive venture firms, and we propose that both workforce gender diversity and the CEO’s human capital resources jointly influence venture firm performance. We identify the specific functional impacts of the founder CEO's human capital, encompassing entrepreneurial experience, human resource (HR) management experience, and same-industry experience. Analyzing 1413 venture firms utilizing multilevel analysis (random coefficient modeling), we find that gender diversity does not significantly affect venture firm performance. Nevertheless, the founder CEO’s entrepreneurial experience exerts a positive impact on the interplay between gender diversity and venture firm performance. These findings underscore the strategic role of the founder CEO’s human capital resources in moderating the effects of gender diversity, making significant contributions to the diversity and strategic human capital resource literature.

Despite growing concerns that parental leave policies may reinforce the marginalization of mothers in the labor market and reproduce the gendered division of household labor, few studies examine how women themselves approach and use parental leave. Through 64 in-depth interviews with college-educated Korean mothers, we find that although women’s involvement in family responsibilities increases during leave, they do not reduce their work devotion but reinvent it throughout the leave-taking process. Embedded in the culture of overwork in Korean workplaces, women find it justifiable to use leave only when they are highly committed to work and adjust the length of leave to accommodate workplace demands. Upon returning to work, they try to compensate for their absence by working harder than before, thereby showing that they are more committed than their colleagues. Given this “compensatory” work devotion, women question their own entitlement in the workplace, and some quit when they cannot meet their goal of compensating by doing more than others. This study highlights how the workplace culture shapes women’s work devotion during and after leave.

This study extends our understanding of the positive relationship between kin-based child care support and mothers’ ability to stay in the workforce by examining why and how women seek such help. Using 100 in-depth interviews with Korean mothers, I find that although child care provided by grandmothers helps mothers maintain their employment, a mother will ask for support only when she constructs strong career aspirations and generates agreement amongst family members that she deserves support. Both of these center around the notion of who deserves to work as a mother. Mothers’ explanations of why they deserve support vary based on their educational backgrounds: less-educated mothers stress economic stability, whereas better-educated mothers emphasize the symbolic meaning of sustaining their high public status. Most mothers, however, feel the need to “prove” to themselves and to certain others that they deserve child care support. Based on these findings, I develop a theory of deservingness to explain how mothers account for their work and make decisions to seek child care support.