Resistances to gender mainstreaming in organizations: toward a new approach

Abstract

Purpose

For decades, numerous mechanisms have been adopted to accelerate the progression of women in decision-making levels, and many organizations have developed programs to promote gender mainstreaming. In practice however, literature has shown that experience in gender mainstreaming faces many important challenges and under-representation persists at higher organizational levels. The paper aims to discuss these issues.

Design/methodology/approach

This research brings together the results of two case studies on gender equality in the higher echelons of public and private sector organisations in Canada (Québec) and Morocco. Based on the analytical framework used as a theoretical basis for the analysis of change and resistance to gender mainstreaming, the data were revisited to explore common trends and patterns, despite the differences in context.

Findings

The analysis shows that common factors support and limit women's progress in organizations. Equity initiatives are limited to the technical agenda and scant effort goes to managing political and cultural dimensions. The study shows that those dimensions play a central role in the production of gender inequality and that actions and measures targeting political and cultural dimensions must be prioritized.

Originality/value

An improved conceptual framework is proposed for practical interventions and theory building. The new matrix feeds into the reflection for a new learning approach for organizations who want to achieve gender mainstreaming, to better identify the dimensions that should be addressed or to assess the measures taken and their impact and also offers a basis for new studies and research to test the matrix, its usefulness for theory building for intervention.

Citation

Lee-Gosselin, H., Briere, S. and Ann, H. (2013), "Resistances to gender mainstreaming in organizations: toward a new approach", Gender in Management, Vol. 28 No. 8, pp. 468-485. https://doi.org/10.1108/GM-10-2012-0081