Madleen Meier-Barthold

1 Introduction Gender equality and the challenges of building a gender-diverse workforce remain central concerns for organizations across sectors. In response, many organizations have adopted women's quotas, which are quantitative goals for the proportion of women in management positions (Leslie 2019; Nishii et al. 2018). Beyond addressing underrepresentation in leadership, such quotas are often understood as conveying a broader organizational commitment to gender equality (Bertrand et al.

1 Introduction Human resource management (HRM) is inherently complex. It involves systems of principles, practices, and activities operating at individual, group, organizational, and macro levels which are interlinked through systems of interconnected processes. Recognizing this complexity is nothing new. Classic models of strategic HRM (e.g., the so-called Harvard and Michigan models first codified in the 1980s) have conceptualized HRM as a system of interrelated practices, actors, and goals.