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About (English version):
This long-overdue handbook provides a survey ─ inevitably selective ─ of organizational gender studies or, respectively, gendered organizational theory. It is the first of its kind in the German-speaking realm. Clearly structured and easy to read throughout, the sixteen contributions and the introduction present the current state of knowledge of a line of research which in our linguistic area is still fairly recent. At the same time, the articles provide impulses for the further development of theory and of empirical social studies that cover the intersection of organization, society and gender. As the contributions show, so far it has rather been gender studies that have embraced organizational theory than vice versa. Future dialogue between the two fields of research is to be promoted.
A scale (MATWES) is presented providing reliability and some validity measures regarding managerial attitudes toward women executives. Methodology used demonstrates an empirical approach to scale development through the employment of a projective test for item generation and the use of a panel of women executives who served as Q-sorters to select the items. The use of the Scale as a research instrument and its value in minimizing researcher bias in its construction are discussed.
The lack of women in leadership across higher education has been problemitised in the literature. Often contemporary discourses promote ‘fixing the women’ as a solution. Consequently, interventions aimed at helping women break through ‘the glass ceiling’ abound. This article argues that the gendered power relations at play in universities stubbornly maintain entrenched inequalities whereby, regardless of measures implemented for and by women, the problem remains. The precariousness for women of leadership careers is explored through two separate but complementary case studies (from different continents and different generations) each one illuminating gender power relations at work. The article concludes by arguing that it is universities themselves that need fixing, not the women, and that women’s growing resistance, particularly of the younger generation, reflects their dissatisfaction with higher education leadership communities of practice of masculinities.
This guidance draws on the national action plans (NAPs) submitted in 2016 and on a survey carried out by the Helsinki Group on Gender in Research and Innovation (HG) on practices adopted at national level by national authorities. It provides recommendations to facilitate the implementation of guiding targets in research institutions and higher education establishments as requested by the Council of the EU. The HG survey shows that quotas or targets are mostly implemented through law or through wider national strategies for gender equality, and this enhances their effectiveness. Examples of existing national provisions are presented in this guidance. Quotas and targets currently tend to relate to boards of funding agencies, research organisations and universities. Evaluation or recruitment committees, which are important decision-making bodies signalled by the Council, are often not addressed and should also be covered. Monitoring appears to be a key driving factor for an effective implementation of quotas or targets. Monitoring mechanisms which comprise at least the collection of sex-disaggregated data should be applied both at the national and the institutional level. Incentives and, when necessary, sanctions are useful tools that can be applied at national level to motivate universities and research organisations to set up and implement guiding targets or quotas. Among them, national awards schemes for universities and research organisations are used in some countries with a particular impact. Experience shows that where targets and quotas are adopted and/or promoted at national level, their successful implementation and monitoring are contingent upon active support and commitment of institutional leadership. Transparency, namely in recruitment, promotion and nomination, is necessary and should be an integral element of human resources strategies. The successful implementation of targets and/or quotas implies a change in culture which should be accompanied with appropriate awareness raising and training, showing the benefits that institutions can draw from a better gender balance and a more equal treatment of men and women. Other national-level supporting activities, which are applied at the level of universities and research organisations, include initiatives to help women build their skills and capacity for leadership (such as mentoring, shadowing, trainings, coaching, etc.) This guidance was prepared by the Helsinki Group and the European Commission in consultation with the European Research Area stakeholders.
