Breaking Barriers: A Bibliometric Study on the Glass Ceiling Phenomenon

Abstract

This study explores the concept of the "glass ceiling," an enduring metaphor for the invisible barriers hindering women's progress to top leadership positions in organizations. Despite significant advancements in the workforce, women remain underrepresented in top managerial roles, particularly in Fortune Global 500 companies, where only 2.6% of CEOs are women, all of whom are White. The phenomenon of the glass ceiling is deeply rooted in workplace prejudice, conflicting societal roles, and systemic biases. Drawing on literature from 2000–2022, this paper critically analyzes the historical evolution, theoretical underpinnings, and empirical evidence of the glass ceiling effect, employing a bibliometric methodology. Using VOSviewer software, the study systematically reviews 543 articles sourced from the Scopus database to identify thematic trends, key contributors, and influential publications. The findings reveal a growing research interest in the field since 2014, with notable contributions from journals such as Gender, Work and Organization and Women in Management Review. Highly cited works, including those by Ridgeway (2001) and Adams (2012), underscore the persistence of gender inequality across industries and geographies. The study identifies the United States and Australia as leading contributors to the field, with India being the sole Asian nation demonstrating a modest research output.This research highlights significant gaps in the literature, particularly in developing regions, and underscores the need for more inclusive studies that address intersectional factors such as race, ethnicity, and socioeconomic status. The study concludes that tackling the glass ceiling requires comprehensive policy interventions, organizational reforms, and societal attitude shifts to ensure equitable opportunities for women in leadership roles.