Myriad potential for mentoring: Understanding the process of transformational change through a gender equality intervention

This article contributes to understanding transformational change towards gender equality by examining the transformational change potential of a mentoring programme for women, a type of gender equality intervention both criticized and praised for its ability to bring about change. Drawing upon an empirical case study of a mentoring programme for women academics in a Dutch university, we explore three dimensions of transformational change: organizational members (i) discussing and reflecting upon gendered organizational norms and work practices; (ii) creating new narratives; and (iii) experimenting with new work practices. Our findings indicate five specific conditions that enable transformational change: cross‐mentoring, questioning what is taken for granted, repeating participation and individual stories, facilitating peer support networks and addressing and equipping all participants as change agents. We suggest that these conditions should be taken into account when (re)designing effective organizational gender equality interventions.     

Change agents or defending the status quo? How senior leaders frame workplace gender equality

Senior leaders are usually understood to be ideally positioned to drive the organizational changes needed to promote workplace gender equality. Yet seniority also influences leaders' values and attitudes, and how they interpret evidence of inequalities, determine organizational priorities, and design and implement remedies. This article examines leaders' perceptions of workplace gender equality using system justification theory to explain survey data from Australia's public sector (n = 2292). Multivariate analysis indicates that male and female leaders more positively rate the gender equality climate in their agencies, compared with lower-level staff, and that male leaders show most propensity to defend the status quo. Findings call into question the effectiveness of change strategies that rely on leadership and buy-in of those whose privilege is embedded in existing arrangements, and problematize dominant organizational approaches casting senior leaders as effective change agents for gender equality. The article helps to explain gendered power dynamics, which produce and sustain organizational inequalities and make workplace equality so hard to achieve, and points to ways to strengthen practical approaches to promote equality in organizations.     

The Formative Context of Organizational Hierarchies and Discourse: Implications for Organizational Change and Gender Relations

Society as artifact, meaning society as a thing that is made and imagined, is a central aspect of Roberto Unger's constructive social theory. This article develops Unger's social theory, specifically his notions of organizational hierarchy, discourse, and organizational change, and applies it to an understanding of gender relations at work. Constructive social theory is defined with a focus on the instrumental concept of formative context. A critical perspective of Unger's constructive social theory is also presented to illustrate its strengths, challenges and limitations. Drawing on literature from a variety of sources and perspectives, organizational hierarchy, organizational discourse, organizational change and gender relations are viewed through a formative context lens. The concept is then applied as a framework for organizational change through change in organizational discourse, specifically language. Change in organizational discourse through language is utilized as a means of improving gender relations: in particular, the advancement of women in organizations.     

Can Changes to Gender Equality Be Sustained?

The aim of this paper is to discuss how changes to gender equality in organizing can be made sustainable. Numerous studies have reported on projects which have not succeeded in their efforts to implement gender equality. In this paper, we analyse the results from two programmes which aimed to increase equal opportunities among private and public sector organizations. Theoretically, the study is based on the framework of doing gender, which is combined with insights from studies using the translation model of organizational change. The translation model of organizational change enables investigation of formal and informal processes within an institutionalized setting. By studying those aspects that were stabilized into an institution within these two programmes, as well as those which were not, the approaches that had become sustainable for the programmes in the long term could be discerned. When comparing the two programmes, it became apparent that complications arose at the point at which the theoretical aims of gender equality were translated into actions. The analysis of the outcomes of these programmes indicates, however, that, even though the formal goals were not reached, equal opportunities within the participating organizations did benefit from these programmes.     

Rethinking organisations: a feminist perspective

Organizational transformation was the theme of a 1996 meeting in Canada of men and women from Asia, Africa, Latin America, North America, and Europe concerned with more equitable power relations between men and women. Gender parity policies and initiatives are necessary but not sufficient as long as the organizational culture remains antithetical to gender equality and adequate resources are withheld. Three salient structural aspects of organizations were identified by participants: the expectation that staff should place their employment rather than family at the center of their lives, a view of power as a finite resource linked with control and hierarchy, and a tendency to focus narrowly on a single purpose and course of action. Recommended, to change these factors, were linkage of the feminist goal of social transformation to the espoused values of the organization, clarification of the multiple meanings attached to the concept of gender and their implications for different organizational contexts, identification of instances of dissonance between an organization's stated values and its actual culture (e.g., pressure on employees to work long hours, to the detriment of family), and an emphasis on process as well as outcome.     

The godmother of gendered organizations: In celebration of the work of Joan Acker

Joan Acker can be considered the godmother of gendered organizations. In this paper, we reflect on the impact that Joan Acker's work has on our thinking and our careers as gender scholars in management and organization studies in Europe. First, we tell our personal stories of close encounters with Joan Acker. Second, we highlight what we consider to be two key contributions of Joan Acker. The first are the interrelated gendered processes regarding structure, culture, interaction and identity from her work in the early 1990s, the second the notion of inequality regimes from her later work on the intersections of gender, class and race. We then discuss how Acker's work has been influential in our research on gendered organizations, and in our teaching when we use it in our explanations of the functioning of gender in organizations to students, and in our work as advisors and consultants for organizations interested in equality, diversity and inclusion. Finally, we elaborate on new directions building on Acker's work, especially in current theorizing on gender and diversity in organizational change.     

On agency and empowerment in a #MeToo world

In the midst of the #MeToo movement sweeping across different societies, what opportunities and challenges exist for changing extant gender structures and systems that have allowed for sexual harassment and assault to take shape? Such a discussion provokes questions around what kinds of feminisms, both as philosophical traditions and as a set of praxis/practices, enable societal and organizational change. This article focuses explicitly on different notions of agency deriving from various feminist traditions to underscore possibilities for engaging in such change. Borrowing from intersectional, decolonial, postcolonial and transnational feminist perspectives, I suggest that a collectivist approach to agency is necessary for gender system change. I coin collective feminism as a way to conceptualize agency that only becomes possible through the work of many and then discuss this mode of feminism in relation to empowerment and social change toward gender equality.     

Exploring linkages between organisational culture and gender equality work—An ethnography of a multinational engineering company

This article explores linkages between organisation-specific cultural narratives and gender-equality programme planning through the lens of the ‘historicity’ concept. The article argues that to fully understand problem definitions, programme design and organisational change processes related to gender equality, scholars and practitioners cannot focus one-sidedly on expected outcomes and effects; we must also factor in cultural narratives, because gender equality actors never arrive at their work as ‘tabulae rasae’. A community of actors always draws on shared dispositions that give sense, direction and shape to their anticipations of the future hereby guiding their actions in the present. Based on an ethnography of a multinational engineering company, the article shows how cultural narratives may serve in different ways as support factors for gender equality programme planning and implementation, if they are actively but mindfully engaged. This mindfulness is important as positive cultural narratives may entail problematic gender dimensions. On the other hand, negative cultural narratives may entail important learning outcomes that may benefit future gender equality initiatives. The analysis further points to the centrality of strategic communication, leadership commitment and comprehensive evaluation in order to mobilise the potential of cultural narratives as support factors to gender equality work. Finally, this article offers a rich example to scholars and practitioners of how to employ cultural analysis in relation to gender equality activities, and demonstrates the value of the insights produced by this analysis for the case company and its gender equality programme.     

Seeing the system: Systemic gender knowledge to support transformational change towards gender equality in science

Scholars agree that gender inequality is systemic and that participants in gender equality interventions need knowledge on gender inequality processes. However, a detailed view on the specific characteristics of this knowledge is as yet missing. This article aims to contribute to gender equality interventions by conceptualizing and visualizing systemic gender knowledge as an important condition for transformational change. Combining gender and participatory system dynamics literature, this article first introduces the concept of systemic gender knowledge. This concept captures two main characteristics that make gender knowledge systemic: knowledge on the interaction of gender inequality processes and endogenous thinking, here implying a focus on the organization as the relevant level of analysis. In addition to this conceptual contribution, the research contributes methodologically to the gender inequality intervention literature by designing a visualization process, translating written texts into system dynamics models which enable exploration of systemic gender knowledge. Finally, the research contributes empirically by exploring the systemic gender knowledge of participants in two science research institutes of a Dutch university, finding shifts in both characteristics of systemic gender knowledge. This enables researchers to discern whether gender equality interventions lead to increases in systemic gender knowledge, thus supporting transformational change.     

How organizational characteristics shape gender difference and inequality at work

Why should students and scholars who are interested in gender difference and inequality study organizations? In recent years, as research on organizations has migrated to business schools and become less connected to other subfields of the discipline, the value of organizational sociology has become less evident to many. Yet characteristics of organizations contribute in important ways to producing different experiences and outcomes for women and men, by constraining certain individual actions and enabling or bringing about others. In this essay, we trace the consequences of four categories of organizational characteristics—the formal structure of work, employment practices, informal structure and culture, and organizational networks and fields—for gender inequality in three areas: workplace experiences, work–family conflict, and career outcomes. We close with some brief reflections on future directions for research linking organizations and gender.     

Organizational perspective to gender mainstreaming in the Finnish state administration

Gender mainstreaming has been celebrated as a new policy strategy for change in gender relations. However, its transformative potential seems to be lost in the process of implementation. The aim of this article is to evaluate the policy effectiveness of gender mainstreaming and its ability to bring about change in gendered social structures and practices. Previous research has focused on gender mainstreaming as a policy strategy. This article provides a new perspective on the problems of implementation by approaching gender mainstreaming from an organizational perspective. Gender mainstreaming takes place in certain organizational contexts, implemented by local actors. This article reveals the practices of implementation in the Finnish state administration, specifically in the Ministry of Defence. The analysis is based on a discursive reading of thirteen group and individual interviews collected in the Ministry of Defence in 2012. The article pinpoints two interlinking problems concerning implementation of gender mainstreaming on the organizational level. First, the state officials, who should implement gender mainstreaming, do not have enough information to do so successfully. Second, there is resistance toward gender mainstreaming on the organizational level. This article suggests that negotiations about gender, gender equality and gender mainstreaming as complex issues concerned with social power relations should be included in the process of implementing gender mainstreaming.     

Sociology and Studies of Gender,Caregiving, and Inequality

This review focuses on scholarship that illuminates the ties between gendered care and persistent gender inequality. After an overview of work on gender and care across the disciplines, it examines sociologies of care and suggests how sociology might further enrich research and theory in this area. I explore the areas of work–family intersection, state care policy, and the organization of paid care work. I argue that the sociology of caregiving needs to better understand institutional effects on care and the interactions that transmit and resist them, organizational influences on paid care work, and how care policies relate to gender equality.     

Network assessment: Design of a framework and indicators for monitoring and self-assessment of a customized gender equality plan in the Mediterranean Engineering Education context

With more than 28 active members, the Mediterranean Engineering Schools Network (RMEI) is the most active network on gender equality in the Mediterranean area. Supported by the HORIZON2020 TARGET project ‘Taking a Reflexive Approach to Gender Equality for Institutional Transformation’, in conceptualizing gender equality learning and system change, the network took a context-specific approach based on a theory of change and other STEM organizational frameworks, to design a self-assessment framework and indicators, considering the systemic view of SDG5 horizontally connected to all SDGs, national context complexity, and transdisciplinary requirements. 95 simple, practical, user-friendly indicators were designed, fitting in the specificities of the Mediterranean-Engineering context. The analysis showed that the network realized its vision, made the ‘passage’ from theory to praxis on gender equality change, effectively developed meaningful processes/structures, formulated a policy statement, built a community of practice and inspired members. It also achieved trustful relationships and inspired outputs, effective communication, sharing of information and resources, and top management commitment. Critical aspects are a) the analysis in depth of issues linked to the existence of gender-based stereotypes and bias in engineering schools of the Mediterranean that entails tackling gender ideologies considering the whole national social system and existing structures; b) sustainability of gender equality structures created at the member institutions with the support of TARGET project which is depending on the willingness of institution’s leaders to continue/advance with gender-sensitive strategies in their institution.     

International Transfer of Policies and Practices of Gender Equality in Employment to and among Muslim Majority Countries

This article investigates the premise that it is possible to transpose organizational approaches to equal employment opportunity (EEO) from western countries to Muslim majority countries (MMCs). Drawing on policy interviews and documentary evidence from public sector organizations and international development agencies engaged in the promotion of gender equality in Turkey and Pakistan, we question the effectiveness of diffusion of gender equality policies and practices to and among these two MMCs. Our investigation reveals the primacy of context over essence in developing effective ways to construct EEO policies and practices which can be adopted in MMCs.     

Factors affecting the organizational responses of employers to workers with injuries

The organizational responses of employers to work-related injuries is one of several significant influences on return-to-work outcomes. Thus, understanding the factors that lead to better or worse organizational responses to work injuries may ultimately help to improve success in this area. The purpose of this study was to systematically explore factors that might influence the organizational responses of employers to injured workers, based on employee perceptions. Cross-sectional survey data were collected from 2,943 subjects with work-related injuries which had occurred less than eight weeks prior to survey completion. Measured variables included pre-injury demographic and job factors, injury circumstances, and a measure of post-injury events that comprised the organizational response. Multivariate linear regression results show that age, gender, job dissatisfaction before injury, prior difficulty performing job tasks, injury severity, back injury and lost time were all associated with negative organizational responses, suggesting potential opportunities for intervention.     

Gender,Equality and the Culture of Organizational Assessment

In spite of years of equal opportunities legislation and guidelines, a marked gender imbalance at the apex of organizational career structures persists (Carrier 1995). The predominant liberal model of equal opportunities (EO) seeks to alleviate sex-discrimination through advocating gender-neutral or ‘same’ treatment (Meehan and Sevenhuisjen 1991; Gatens 1991; Bock and James 1992). However, the present study suggests that ostensibly gender-neutral organizational practices may exclude characteristics, values and concerns more typically associated with women. This paper draws on a study of gender in selection to corporate management and raises questions about whether and how characteristics, values, goals and concerns which have been perceived as ‘female’ or ‘feminine’ may be excluded from ostensibly gender-neutral equality practices. Findings suggest that EO theory and practice need to move beyond limited either/or debates around ‘equality’ and ‘difference’. In order to do so, it may also be necessary to challenge dichotomous thinking about gender which currently informs much of that debate. In order to facilitate the development and progress of women in organizations it is not enough for EO initiatives to treat gender as a category of difference that can be overcome through superficial changes, for example in interview procedures, which merely seek to exclude issues perceived as gendered. Instead, a longer agenda for equality must move beyond the debate about women’s ‘sameness’ or ‘difference’ from men to include a deeper understanding of the gendered nature of organizational positions, structures and practices.     

Gender and development from a Christian perspective: experience from World Vision

This article reports the effectiveness of incorporating religious faith in World Vision?s development work and organizational practice for gender issues related problems. World Vision, founded by Bob Pierce in 1950, is a Christian organization whose work includes transformational development, emergency relief, and promotion of justice, public awareness, and sharing the good news of Jesus Christ. As part of their mission, varied programs were developed in response to women's needs and issues. By 1989, the gender issues became the priority for World Vision's Council and International Board. This led to the organization of staff to manage programs to promote gender issues. The gender policy adheres to the norms of World Vision?s core values and mission statements, which uses biblical evidences to promote gender equality. The implementation process of the gender policy took a slow pace, which involves awareness building, attitudinal change, and resource allocation, to ensure that the barriers and prejudices that prevent women from full participation are dismantled. Being able to use Jesus' teachings and examples has given the management and the staff of World Vision the ability to promote gender issues with credibility and strength. World Vision will continue to implement good development practices and gender-sensitive programs.     

Gender mainstreaming and evaluation in the EU: comparative perspectives from feminist institutionalism

This article presents a focused comparative analysis of the institutionalization of two governance practices in the European Commission that levy distinct challenges to the gender status quo: gender mainstreaming (which overtly challenges gender bias) and evaluation (which does not have explicit feminist aspirations). With reference to five dimensions, we identify evaluation as relatively strongly institutionalized, and gender mainstreaming as relatively weakly institutionalized. We draw on the explanatory power of feminist institutionalism to unpack these findings, arguing that a feminist institutional perspective can shed light on this variation, as it provides greater insight into the formal and informal institutions that constrain, enable and shape the implementation of evaluation and gender mainstreaming. We assert that the notion of path dependency, the logic of appropriateness, and the concept of layering serve as useful tools to understand the gendered nature of the European Commission. This research provides insights into the institutional factors that impact the implementation of gender equality strategies (such as gender mainstreaming). In turn, this contributes to the development of more effective strategies to promote institutional change toward greater equality.     

Professional feminists: Challenging local government inside out

Gender equality work in local government carried out during the 1980s presents a valuable site to explore the interaction between professional and feminist working. In the history of the Women's Liberation Movement (WLM) and feminist organizing more broadly in the UK, professional working has often been positioned as antithetical to feminist working, and relatively little scholarship has examined the interface between the two. This article argues that the individuals involved should be considered ‘professional feminists’ as opposed to ‘femocrats’, drawing from across feminist, social movement and organizational theory, and interviews carried out in 2011 and archival texts from three UK councils. It also suggests their work (undertaken between the beginning of the 1980s and the beginning of the 1990s) serves to blur the boundaries usually marked between social movement and state. This contributes to the existing literature by exploring the specific understandings and practices put to work by those working on gender equality professionally, but not in an elected capacity, within local government, and how their work can be positioned in relation to feminist organizing more broadly.     

Discourses of Work–Life Balance: Negotiating ‘Genderblind’ Terms in Organizations

This article examines current debates about gender equality, work‐life balance and flexible working. We contrast policymakers’ and organizational discourses of flexible working and work–life balance with managers’ and employees’ talk about these issues within their organizations. We show how, despite the increasingly gender‐neutral language of the official discourses, in the data studied participants consistently reformulate the debates around gendered explanations and assumptions. For example, a ‘generic female parent’ is constructed in relation to work–life balance and flexible working yet participants routinely maintain that gender makes no difference within their organization. We consider the effects of these accounts; specifically the effect on those who take up flexible working, and the perceived backlash against policies viewed as favouring women or parents. We argue that the location of work–life balance and flexibility debates within a gender‐neutral context can in practice result in maintaining or encouraging gendered practices within organizations. Implications of this for organizations, for policymakers and for feminist researchers are discussed.