Abstract
In the contemporary, high-pressure professional landscape of Hong Kong, developmental idiosyncratic deals (I-deals) defined as voluntary, personalised agreements of a non-standardised nature negotiated between individual employees and their employers, have emerged as a critical mechanism for career advancement and skill acquisition (Rousseau et al., 2006). Despite the growing prevalence of I-deals, a significant research gap exists regarding the specific negotiation tactics employed by professional women and the immediate organisational and personal aftermath of these interactions (Conway and Coyle-Shapiro, 2016). Grounded in an interpretivist research philosophy and drawing upon social exchange theory, social role theory, and social comparison theory, this study examines how professional women navigate these bespoke negotiations within a culturally diverse and competitive global business centre.
The research utilises a qualitative methodology, employing semi-structured interviews to capture the nuanced experiences of 40 professional women across diverse industries (Anderson et al., 2020). Findings reveal that professional women rarely rely on singular tactics but instead deploy complex ‘Tactical Assemblages’ of multiple strategies executed simultaneously or in a calculated sequence to mitigate potential gender-based backlash and bolster the legitimacy of their demands. These strategies include evidence-based justification, where participants transform personal demands into objective business imperatives, strategic timing, and relational navigation.
A key contribution of this research is the challenge faced by participants, who must use empirical data to prove that their development will not compromise operational stability or service quality. Furthermore, the study highlights the divergent aftermaths of these negotiations: successful I-deals often lead to increased organisational belonging, enhanced status, and higher job satisfaction (Gautam and Riggio, 2018). Conversely, unsuccessful attempts frequently trigger ‘total disillusionment’, feelings of exclusion, and increased voluntary turnover (Liu et al., 2013). By integrating negotiation processes with post-negotiation consequences, this paper offers actionable insights for organisations and policymakers to foster more inclusive, transparent, and empowering environments for professional women in Hong Kong.