BEYOND MERITOCRACY IN THE DIGITAL AGE: EVOLVING BIAS AWARENESS AND WOMEN’S LEADERSHIP IN HIGH-TECH. INSIGHTS FROM A QUALITATIVE STUDY ON THE BIAS AWARENESS IN HIGH-TECH LEADERSHIP
BEYOND MERITOCRACY IN THE DIGITAL AGE: EVOLVING BIAS AWARENESS AND WOMEN’S LEADERSHIP IN HIGH-TECH. INSIGHTS FROM A QUALITATIVE STUDY ON THE BIAS AWARENESS IN HIGH-TECH LEADERSHIP

Summary/Abstract: This paper explores how women’s leadership aspirations and experiences are shaped by an enduring yet often illusory belief in meritocracy, particularly within high-tech sectors that pride themselves on innovation and data-driven decision making. Drawing on contemporary research (Eagly & Heilman, 2016; Ibarra, Ely & Kolb, 2013; Derks et al., 2016; Rudman & Fairchild, 2004; Fine, 2005; Brescoll, 2016; Hewlett, 2019; Joshi et al., 2015; Cech & Blair-Loy, 2010; Seron et al., 2018), we illustrate how deeply held individualistic and meritocratic ideologies can mask or justify pervasive gender biases in recruitment, promotion, and leadership evaluations. Even as technology-driven businesses advocate a boundary-breaking ethos, women still confront micro-inequities, subtle exclusion from networks, and a “diversity–quality” trade- off narrative that keeps them on the margins. Through an analysis of content diaries and interview excerpts, the paper shows that women often internalize, rationalize, or minimize inequitable treatment, partly due to cultural norms elevating technical prowess and dismissing socially oriented skills. Moreover, rather than galvanizing collective reform efforts or feminist critiques, many women’s recognition of bias remains fragmented and personalized – an obstacle to broader organizational change. In light of Industry 4.0 transformations – encompassing digital platforms, algorithmic decision making, and disruptive business models – this study urges reevaluations of workplace cultures that unquestioningly assume neutrality. We propose that addressing gender imbalance requires not only boosting women’s participation in data-driven leadership but, more importantly, rethinking how digital-era “meritocracy” can inadvertently replicate old hierarchies. By questioning the assumption that pure technical capability alone ensures fairness, leaders and organizations can generate more inclusive cultures and move toward genuinely transformative practices in the digital age.

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