- List of Figures
- List of Tables
- List of Contributors
- Theorizing Gender-and-Organization: Changing Times…Changing Theories?
- Disturbing Thoughts and Gendered Practices: A Discursive Review of Feminist Organizational Analysis
- Organizations as Symbolic Gendered Orders
- Was will der Mann?
- Feminism, Post-Feminism, and Emerging Femininities in Entrepreneurship
- ‘Meaning That Matters’: An Organizational Communication Perspective on Gender, Discourse, and Materiality
- Female Advantage: Revisited
- The Rocky Climb: Women’s Advancement in Management
- Leadership: A Matter of Gender?
- Negative Intra-Gender Relations between Women: Friendship, Competition, and Female Misogyny
- Sex, Gender, and Leadership: What Do Four Decades of Research Tell Us?
- Gendered Constructions of Merit and Impression Management within Professional Service Firms
- Gender and Careers: Obstacles and Opportunities
- The Glass Cliff: Examining Why Women Occupy Leadership Positions in Precarious Circumstances
- Power and Resistance in Gender Equality Strategies: Comparing Quotas and Small Wins
- Sexual Harassment in the Workplace
- Organizational Culture, Work Investments, and the Careers of Men: Disadvantages to Women?
- Challenging Gender Boundaries: Pressures and Constraints on Women in Non-Traditional Occupations
- Contextualizing Men, Masculinities, Leadership, and Management: Gender/Intersectionalities, Local/Transnational, Embodied/Virtual, Theory/Practice
- Masculinities in Management: Hidden, Invisible, and Persistent
- Masculinity and Sexuality at Work: Incorporating Gay and Bisexual Men’s Perspectives
- Doing Gender Differently: Men in Caring Occupations
- Masculinity in the Financial Sector
- Masculinities in Multinationals
Abstract and Keywords
Gender equality strategies involve changing processes of power and therefore invoke resistance. In this chapter, we review existing research on change towards gender equality in organizations. We summarize the different strategies and zoom in on the post-equity or small wins experiments and quota regulations. We analyse these contrasting intervention strategies in terms of the power processes they invoke and discuss their advantages and disadvantages. This comparison between post-equity and quota strategies suggests that they can be complementary. Quotas force an increase in the numbers of women in managerial positions, but if gendered processes in the organization do not change, these women might leave again. Post-equity experiments help to change these processes, and involve many organization members in the change of daily practices and underlying values. We argue that the combination of inclusive and transformational interventions leads to a synergy that is the most promising strategy for change.
Yvonne Benschop is Professor of Organizational Behaviour at the Institute for Management Research, Radboud University Nijmegen, The Netherlands. Her research concentrates on the informal organization processes that play a crucial role in the success or failure of gender and diversity management strategies, and on the processes of power and resistance in organizational change.
Marieke van den Brink is Assistant Professor at the Institute for Management Research, Radboud University Nijmegen, The Netherlands. Her main research interest focuses on ways (gender) inequalities are produced and countered in organizations, especially in recruitment and selection. She currently studies the possibilities for organizational change towards diversity and the resistance against change interventions.
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