Understanding the Interplay Between Organisational-Level and Individual-Level Factors in Shaping Women’s Engagement in Decision-Making in Uganda’s Logistics Sector

Article Sidebar

View PDF

Information Fusion

Article Type: Research Articles
Issue: Vol. 2 No. 1 (2026)
Published: 26 January 2026
Pages: 46-74

Highlight

•Organisational-level factors significantly enhance women’s engagement in decision-making within Uganda’s logistics sector.
•Work-life balance, gender roles, and career progression positively influence women’s participation in leadership processes.
•Organisational-level factors emerged as the strongest predictor of women’s engagement in decision-making.
•Individual-level factors did not significantly mediate the relationship between organisational practices and women’s engagement outcomes.
•The study extends Institutional Theory and Social Role Theory within a male-dominated logistics context in a developing economy.

How to Cite

Nantongo, N., Namagembe, S., Ntayi, J. M., Mkansi, M., Tukamuhabwa, B., & Mwelu, N. (2026). Understanding the Interplay Between Organisational-Level and Individual-Level Factors in Shaping Women’s Engagement in Decision-Making in Uganda’s Logistics Sector. Transnational Supply Chain Research, 2(1), 46-74. https://doi.org/10.65773/tscr.2.1.138

Main Article Content

Authors

Nabiira Nantongo 1 * , 
Sheila Namagembe 1 , 
Joseph M. Ntayi 2 , 
Marcia Mkansi 3 , 
Benjamin Tukamuhabwa 2 , 
Noah Mwelu 2
1 Department of Transport and Logistics Management, Makerere University Business School, Kampala, Uganda
2 Department of Procurement and Supply Chain Management, Makerere University Business School, Kampala, Uganda
3 Department of Operations Management, University of South Africa (UNISA), Pretoria, South Africa

Abstract

Purpose: The study investigated the influence of organisational-level factors on women’s engagement in decision-making, examined the role of individual-level factors, and assessed whether individual-level factors mediate the relationship between organisational-level factors and women’s engagement in decision-making.Design/methodology/approach: The study used a quantitative cross-sectional survey design. Data were collected from 298 female logistics practitioners drawn from regulatory bodies, private logistics companies, and industry associations in Uganda using structured questionnaires. Partial Least Squares Structural Equation Modelling was employed to test the hypothesised relationships.Findings: Organisational- and individual-level factors have a strong and significant positive influence on women’s engagement in decision-making. However, organisational-level factors did not significantly influence individual-level factors. Similarly, individual-level factors did not significantly mediate the relationship between organisational-level factors and women’s engagement in decision-making. Conclusion: Organisational-level factors emerged as the strongest predictor, highlighting the importance of institutional support structures in promoting women’s inclusion within strategic organisational processes. However, the study found no significant relationship between organisational and individual-level factors. This implies that improvements in organisational policies may not automatically transform work-life balance, gender roles, or career-related perceptions. Similarly, the mediation analysis revealed that individual-level factors do not significantly mediate the relationship between organisational-level factors and women’s engagement in decision-making. Significance: This study contributes to the growing body of knowledge on gender inclusion male-dominated sectors by providing empirical evidence from Uganda’s logistics industry, a context that remains substantially underexplored in the existing literature.

Keywords:
working policies, hiring policies, promotion process, work-life balance, career progression, gender roles and responsibilities, decision making, women

Article Details

References

[1]Hora, E. A. (2014). Factors that affect Women Participation in Leadership and Decision Making Position. Asian Journal of Humanity, Art and Literature, 1(2), 97-117. https://doi.org/10.18034/ajhal.v1i2.287

[2]Morgan, M., & Zaremba, H. (2023). The Contribution of Voluntary Sustainability Systems to Women's Participation and Leadership in Decision-Making: A Strategic Evidence Review (Working Paper). Bioversity International.

[3]Nantongo, N., Ntayi, J. M., Namagembe, S., & Mkansi, M. (2026). Examining the influence of industry-level factors on women's engagement in decision-making in the logistics sector. The International Journal of Logistics Management, 1-24. https://doi.org/10.1108/IJLM-08-2025-0520

[4]Lee, I.-C., Hu, F., & Li, W.-Q. (2020). Cultural Factors Facilitating or Inhibiting the Support for Traditional Household Gender Roles. Journal of Cross-Cultural Psychology, 51(5), 333-352. https://doi.org/10.1177/0022022120929089

[5]Ndjama, J. D. N. (2024). BARRIERS CONTRIBUTING TO WOMEN UNDERREPRESENTATION IN DECISION-MAKING POSITIONS IN HIGHER EDUCATION INSTITUTIONS: A SYSTEMATIC REVIEW. Innovative Issues and Approaches in Social Sciences. https://doi.org/10.5281/zenodo.14169876

[6]Thelma, Ngukube. (2024). Women and leadership participation in developing economies.

[7]Rahman, N. A. A., Yaroson, E. V., Khalid, N., & Yusriza, F. A. (Eds.). (2025). Women in Logistics, Transport and Commodity Sector: Gender Equality, Recent Trends and Key Challenges. Springer Singapore. https://doi.org/10.1007/978-981-96-2276-4

[8]Mishrif, A., Antimiani, A., & Khan, A. (2024). Examining the Contribution of Logistics and Supply Chain in Boosting Oman’s Trade Network. Economies, 12(3), Article 70. https://doi.org/10.3390/economies12030070

[9]Mwesigye, E. B. (2021). The Role of Transport and Logistics in Promoting Trade and Regional Integration Within East African Community (EAC). Journal of Public Policy & Governance, 5(2), 1-20.

[10]White, C., & Maniam, B. (2020). FLEXIBLE WORKING ARRANGEMENTS, WORK-LIFE BALANCE, AND WORKING WOMEN. Journal of Business and Accounting, 13(1), 59-73.

[11]Zhao, X., et al. (2023). Logistics and economic transformation in emerging economies.

[12]Agarwal, V., Srivastava, S., Dwivedi, A., Paul, S. K., & Patil, A. (2026). Investigating Factors for an Inclusive Workforce for Women in the Logistics and Supply Chain Industry. Corporate Social Responsibility and Environmental Management, 33(1), 321-344. https://doi.org/10.1002/csr.70157

[13]Rahma, M. (2025). Gender inequality in transport and logistics industries

[14]Rahman, N. A. A., Yaroson, E. V., Khalid, N., & Yusriza, F. A. (Eds.). (2025). Women in Logistics, Transport and Commodity Sector: Gender Equality, Recent Trends and Key Challenges. Springer Singapore. https://doi.org/10.1007/978-981-96-2276-4

[15]Amatya, N. (2025). Gender Diversity and Organizational Performance: An Empirical Study of Leadership Representation in Nepal and South Asia. Global Interdisciplinary Perspectives, 1(1), 27-35. https://doi.org/10.64229/qhnch980

[16]Hemmert, M., Cho, C. K., & Lee, J. Y. (2024). Enhancing Innovation Through Gender Diversity: A Two-Country Study of Top Management Teams. European Journal of Innovation Management, 27(1), 193-213. https://doi.org/10.1108/EJIM-08-2021-0383

[17]Fodouop Kouam, A. W. (2026). Breaking the Bias: How Gender-Diverse Leadership Drives Performance and Social Responsibility in Fintech Firms. Corporate Social Responsibility and Environmental Management, 33(2), 3019-3036. https://doi.org/10.1002/csr.70343

[18]Muhammad, H. (2025). Strategic Change Through Governance: A Gender Diversity Perspective. Business Strategy & Development, 8(3), e70206. https://doi.org/10.1002/bsd2.70206

[19]Nyamae, P. S. (2024). Relationship between gender diversity in leadership and corporate social responsibility practices. American Journal of Leadership and Governance, 9(1), 56-67. https://doi.org/10.47672/ajlg.1843

[20]Ok, E., & Eniola, J. (2024). Are women more collaborative than men? A look at leadership styles.

[21]Qian, Y., & Yavorsky, J. E. (2021). The under-utilization of women’s talent: Academic achievement and future leadership positions. Social Forces, 100(2), 564-598. https://doi.org/10.1093/sf/soaa126

[22]Galletta, S., Mazzù, S., Naciti, V., & Vermiglio, C. (2022). Gender diversity and sustainability performance in the banking industry. Corporate Social Responsibility and Environmental Management, 29(1), 161-174. https://doi.org/10.1002/csr.2191

[23]Peng, X., Qi, T., & Wang, G. (2022). Board gender diversity, corporate social disclosures, and national culture. SAGE Open, 12(4), 1-19. https://doi.org/10.1177/21582440221130946

[24]Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724. https://doi.org/10.2307/256287

[25]Barkhuizen, E. N., Masakane, G., & van der Sluis, L. (2022). In search of factors that hinder the career advancement of women to senior leadership positions. SA Journal of Industrial Psychology, 48(1), Article a1986. https://doi.org/10.4102/sajip.v48i0.1986

[26]Tetterton S. (2020). Organisational systems and women leadership experiences.

[27]Yang X., et al. (2024). Women leadership participation in developing economies.

[28]DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147-160. https://doi.org/10.2307/2095101

[29]Scott, W. R. (1995). Institutions and organizations. SAGE Publications.

[30]Berglind, E., & Tarkian, M. (2025). Gender diversity in male-dominated industries: The role of organizational culture in shaping opportunities for women. https://hdl.handle.net/2077/88205

[31]Ghalebeigi, A., Gekara, V., & Madani, S. (2023). The reproduction and perpetuation of workplace gender inequality in male-dominated industries through biased executive ideologies: A study of the Australian transport and logistics industry. Labour and Industry: A Journal of the Social and Economic Relations of Work, 33(3), 364-384. https://doi.org/10.1080/10301763.2023.2254565

[32]Eagly, A. H. (1987). Sex differences in social behavior: A social-role interpretation. Lawrence Erlbaum Associates.

[33]Eagly, A. H., Wood, W., & Diekman, A. (2000). Social role theory of sex differences and similarities: A current appraisal. In T. Eckes & H. M. Trautner (Eds.), The developmental social psychology of gender (pp. 123-174).

[34]Eagly, A. H., & Wood, W. (2012). Social role theory. In P. A. M. Van Lange, A. W. Kruglanski, & E. T. Higgins (Eds.), Handbook of theories of social psychology (Vol. 2, pp. 458-476). https://doi.org/10.4135/9781446249222.n49

[35]Kray, L. J., Howland, L., Russell, A. G., & Jackman, L. M. (2017). The effects of implicit gender role theories on gender system justification: Fixed beliefs strengthen masculinity to preserve the status quo. Journal of Personality and Social Psychology, 112(1), 98-115. https://doi.org/10.1037/pspp0000124

[36]Rivoal, H. (2021). Working-class masculinities in the logistics industry. In J. Alimahomed-Wilson & E. Reese (Eds.), Gendering logistics: Feminist approaches for the analysis of supply-chain capitalism (pp. 50-72). Pluto Press

[37]Bhardwaj, S. (2022). Decision-making in the recruitment of women on corporate boards: Does gender matter? Equality, Diversity and Inclusion: An International Journal, 41(6), 813-830. https://doi.org/10.1108/EDI-08-2021-0188

[38]Ng, E. S., & Sears, G. J. (2017). The glass ceiling in context: The influence of CEO gender, recruitment practices and firm internationalisation on the representation of women in management. Human Resource Management Journal, 27(1), 133-151. https://doi.org/10.1111/1748-8583.12135

[39]Das, S., & Jha, S. (2024). Women’s career advancement: Review of literature and future research agenda. International Journal of Ethics and Systems, 40(2), 232-255. https://doi.org/10.1108/IJOES-12-2022-0313

[40]Kanter, R. M. (1977). Some effects of proportions on group life: Skewed sex ratios and responses to token women. American Journal of Sociology, 82(5), 965-990. https://doi.org/10.1086/226425

[41]Beharry, J. A. D. S. (2024). Strategies to increase the recruitment and retention of working women with young children: A systematic review [Doctoral dissertation, University of Maryland University College].

[42]Michaelides, A. G. (2019). Flexible work arrangements and sustainable careers: A study of Swedish women managers in a male-dominated environment [Doctoral dissertation, Cranfield University].

[43]Akanji, B., Mordi, C., & Ajonbadi, H. A. (2020). The experiences of work-life balance, stress, and coping lifestyles of female professionals: Insights from a developing country. Employee Relations: The International Journal, 42(4), 999-1015. https://doi.org/10.1108/ER-01-2019-0089

[44]Allen, T. D., French, K. A., & Poteet, M. L. (2016). Women and career advancement: Issues and opportunities. Organizational Dynamics, 45(3), 206-216. https://doi.org/10.1016/j.orgdyn.2016.07.006

[45]Trent J. (2020). Gender stereotypes and women’s leadership barriers. .

[46]Bian, X., & Wang, J. (2019). Women’s career interruptions: An integrative review. European Journal of Training and Development, 43(9), 801-820. https://doi.org/10.1108/EJTD-03-2019-0040

[47]Rowe, C. N., Dal Mas, F., Biancuzzi, H., & Rugara, D. (2023). Challenges working mothers face: A discussion exploring the obstacles of balancing motherhood and career progression. In P. Paoloni & R. Lombardi (Eds.), When the crisis becomes an opportunity: The role of women in the post-COVID organization (pp. 367-387). Springer International Publishing. https://doi.org/10.1007/978-3-031-21932-0_25

[48]Bian X, Wang J (2019). "Women's career interruptions: an integrative review". European Journal of Training and Development, Vol. 43 No. 9 pp. 801-820, doi: https://doi.org/10.1108/EJTD-03-2019-0040

[49]Brahma, S., Nwafor, C., & Boateng, A. (2021). Board gender diversity and firm performance: The UK evidence. International Journal of Finance & Economics, 26(4), 5704-5719. https://doi.org/10.1002/ijfe.2089

[50]Naz, F., de Visser, R. O., & Mushtaq, M. (2022). Gender social roles: A cross-cultural comparison. Journal of Human Behavior in the Social Environment, 32(2), 189-200. https://doi.org/10.1080/10911359.2021.1878971

[51]Han, L. L. (2024). Breaking stereotypes: Women’s journey in Malaysia’s logistics and transport industry. Science International Journal, 3(4), 9-13. https://doi.org/10.35120/sciencej0304009h

[52]Dlova, A. Z. N. (2024). Flexible work arrangements and life satisfaction among women leaders: The mediating role of work-life balance [Master’s thesis, University of Johannesburg].

[53]Heath, K. (2012). Women in leadership: Strategies for work-life balance [Doctoral dissertation, Pepperdine University]. Pepperdine University Digital Commons. https://digitalcommons.pepperdine.edu/etd/268

[54]Tushabe, S., et al. (2023). Work-life conflict and women leadership participation.

[55]Samsudin, A., Ikaningtiyas, M., Mulia, F., & Rintalla, M. (2024). Exploring the relationship between career advancement, work-life balance, and corporate financial performance: A systematic review. Atestasi: Jurnal Ilmiah Akuntansi, 7(2), 1091-1110. https://doi.org/10.57178/atestasi.v7i2.918

[56]Kossek, E. E., Thompson, R. J., & Lautsch, B. A. (2015). Balanced workplace flexibility: Avoiding the traps. California Management Review, 57(4), 5-25. https://doi.org/10.1525/cmr.2015.57.4.5

[57]Bergquist, C., & Lundberg, I. (2024). Beyond the pipeline metaphor: A qualitative study of how technology-based companies can attract and retain female engineers [Master’s thesis, University of Gothenburg].

[58]Lyness, K. S., & Grotto, A. R. (2018). Women and leadership in the United States: Are we closing the gender gap? Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 227-265. https://doi.org/10.1146/annurev-orgpsych-032117-104739

[59]Mäkiaho, I. (2025). Gender-equality policies as a driver of work-life balance for mothers and organizational performance [Bachelor’s thesis, Seinäjoki University of Applied Sciences].

[60]Nafiu, A. T., Lamidi, K. F., & Ogar, G. W. (2026). Flexible work arrangements and organizational support as pathways to work-life integration for women professionals. Spectrum of Decision Making and Applications, 4(1), 1-14. https://doi.org/10.31181/sdmap41202755

[61]Subramaniam, G., et al. (2015). Workplace flexibility and women work-family balance

[62]Calinaud, V., Kokkranikal, J., & Gebbels, M. (2021). Career advancement for women in the British hospitality industry: The enabling factors. Work, Employment and Society, 35(4), 677-695. https://doi.org/10.1177/0950017020967208

[63]Chua, S. G., Wasan, S. K., & Long, M. T. (2021). How to promote career advancement and gender equity for women in gastroenterology: A multifaceted approach. Gastroenterology, 161(3), 792-797. https://doi.org/10.1053/j.gastro.2021.06.057

[64]Bhakuni, S. (2025). Breaking barriers: Reducing women employees’ turnover through inclusive organisational practices. Journal of Gender, Culture and Society, 5(1), 20-32. https://doi.org/10.32996/jgcs.2025.5.1.3x

[65]Vincent, L. (2025). Gender-neutral recruitment and workplace inclusivity.

[66]Hedge, J. W., & Rineer, J. R. (2017). Improving career development opportunities through rigorous career pathways research (RTI Press Publication No. OP-0037-1703). RTI Press. https://doi.org/10.3768/rtipress.2017.op.0037.1703

[67]Eswaran, U., Eswaran, V., Murali, K., & Eswaran, V. (2024). Barriers and challenges: Examining systemic barriers impeding women’s advancement in leadership positions. In M. Haoucha (Ed.), Empowering and advancing women leaders and entrepreneurs (pp. 1-16). IGI Global. https://doi.org/10.4018/979-8-3693-7107-7.ch001

[68]Uddin M, Hoque N. (2025)Organisational support and women leadership progression.

[69]Oyotode-Adebile, R., & Ujah, N. U. (2021). Is social capital a determinant of board gender diversity? Journal of Financial Research, 44(1), 25-52. https://doi.org/10.1111/jfir.12231

[70]de Jonge, A. (2014). The glass ceiling that refuses to break: Women directors on the boards of listed firms in China and India. Women’s Studies International Forum, 47, 326-338. https://doi.org/10.1016/j.wsif.2014.01.008

[71]Azaka, L., Kaizer, V. O., & Audu-Ibrahim, L. (2024). Impact of flexible work arrangements on work-life balance and career development. African Journal for the Psychological Studies of Social Issues, 27(1), 235-243.

[72]Essandoh, E., Kwao, I. T., Asandem, D. A., Boateng, E. A., & Arthur, B. (2023). Career progression of women: Does work-life balance matter? European Scientific Journal, 19(17), 106. https://doi.org/10.19044/esj.2023.v19n17p106

[73]Hair, J. F., Jr., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM) (2nd ed.). SAGE Publications.

[74]Hair, J. F., Jr., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis: A global perspective (7th ed.). Pearson.

[75]Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16(3), 297-334. https://doi.org/10.1007/BF02310555

[76]Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115-135. https://doi.org/10.1007/s11747-014-0403-8

[77]Kock, N. (2015). Common method bias in PLS-SEM: A full collinearity assessment approach. International Journal of e-Collaboration, 11(4), 1-10. https://doi.org/10.4018/ijec.2015100101

[78]Henseler, J. (2017). Bridging Design and Behavioral Research With Variance-Based Structural Equation Modeling. Journal of Advertising, 46(1), 178-192. https://doi.org/10.1080/00913367.2017.1281780

[79]Hu, L.-T., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1-55. https://doi.org/10.1080/10705519909540118

[80]Sarstedt, M., Hair, J. F., Jr., Cheah, J.-H., Becker, J.-M., & Ringle, C. M. (2019). How to specify, estimate, and validate higher-order constructs in PLS-SEM. Australasian Marketing Journal, 27(3), 197-211. https://doi.org/10.1016/j.ausmj.2019.05.003

[81]Henseler, J., Dijkstra, T. K., Sarstedt, M., Ringle, C. M., Diamantopoulos, A., Straub, D. W., Ketchen, D. J., Hair, J. F., Hult, G. T. M., & Calantone, R. J. (2014). Common Beliefs and Reality About PLS: Comments on Rönkkö and Evermann (2013): Comments on Rönkkö and Evermann (2013). Organizational Research Methods, 17(2), 182-209. https://doi.org/10.1177/1094428114526928

[82]Hair, J. F., Jr., Hult, G. T. M., Ringle, C. M., Sarstedt, M., Danks, N. P., & Ray, S. (2021). Partial least squares structural equation modeling (PLS-SEM) using R: A workbook. Springer. https://doi.org/10.1007/978-3-030-80519-7

[83]Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd ed.). Lawrence Erlbaum Associates.

[84]Makkaram, S. R. (2018). Gender diversity management practices in organisations: A review of recruitment and promotion processes. Equality, Diversity and Inclusion: An International Journal, 37(3), 268-281.

[85]Jauhar, J., & Lau, V. (2018). The ‘glass ceiling’ and women’s career advancement to top management: The moderating effect of social support. Global Business and Management Research: An International Journal, 10(1), 163-178.

[86]Ali, M., Grabarski, M. K., & Konrad, A. M. (2021). Trickle-down and bottom-up effects of women's representation in the context of industry gender composition: A panel data investigation. Human Resource Management, 60(4), 559-580. https://doi.org/10.1002/hrm.22042

[87]Cimirotić, R., Duller, V., Feldbauer-Durstmüller, B., Gärtner, B., & Hiebl, M. R. W. (2017). Enabling factors that contribute to women reaching leadership positions in business organizations: The case of management accountants. Management Research Review, 40(2), 165-194. https://doi.org/10.1108/MRR-10-2014-0233

[88]Kuok, A. C., & Taormina, R. J. (2017). Work engagement: Evolution of the concept and a new inventory. Psychological Thought, 10(2), 262-287. https://doi.org/10.5964/psyct.v10i2.236

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.