Search results

Feminist critiques can provide new insights into organizational theories by examining the historical context in which these theories emerged, the research methods in which the theories are grounded, and the assumptions underlying the theories themselves. This paper applies a feminist critique to sociological theories of entrepreneurship. First, the sociological theories are described, focusing on the effects of political factors, state policies, culture, spatial location, and professionalization on entrepreneurship. This is followed by an analysis of these sociological theories investigating the values embedded in these theories and demonstrating how they can take gender relations into consideration. Finally, several directions for future research are discussed along with the potential feminist theories which have to produce change at the societal level.

In this paper the authors aim to examine the forms in which feminist activism is played out at contemporary managerial universities and pose the following question: what notions of feminist activism and feminist theory have to be revisited in order to sustain the target of gender equality and support its move further into the centre and the mainstream of managerial universities?

Based on action research the authors document a workshop which they organised for different constituencies (administrators, researchers and feminist activists) working towards gender equality at an Austrian university and discuss its results in the context of feminist theory.

The five voices collected at the workshop show that feminist theories are still the underlying guiding principles for feminist activism towards gender equality at managerial universities. As this is the first time that different generations of feminist activists have been present at managerial universities and are working in a top‐down environment supported by administrators responsible for gender equality, common practices that have been successful to implement gender equality in the past have to be refined and new spaces for collaboration established.

This is the first paper that explores the multiple voices amongst those engaged in the process of transformation towards gender equality at contemporary managerial universities. It shows that an open discussion of complementary and conflicting ways in which the representatives can construct their selves, their strategies and their actions is required in order to start “managing the management” anew – from a higher level than the feminist grassroots activists in the 1980s and 1990s.

The purpose of this paper is to offer novel insights into: knowledge of proto-feminism through description and analysis of the rule of the seventh century female Emperor Wu Zetian; postcolonial theory by revealing the existence and proto-feminist activities of a non-western female leader; and the literature on gender and invisibility through a study of a leading figure that is relatively unknown to western feminists and is even, in feminist terms, something of a neglected figure.

In order to examine Wu’s proto-feminist practices as recorded in historical materials, we use critical hermeneutics as a tool for textual interpretation, through the following four stages: choosing texts from historical records and writings of Wu; analyzing the historical sociocultural context; analyzing the relationship between the text and the context; and offering a conceptual framework as a richer explanation.

Wu’s life activities demonstrate proto-feminism in late seventh century China in at least four aspects: gender equality in sexuality, in social status, in politics, and women’s pursuit of power and leadership.

Future research may dig into the paradox of Wu’s proto-feminist practices, the relationship between organizational power and feminism/proto-feminism, and the ways in which Wu’s activities differ from other powerful women across cultures, etc.

The study encourages a rethink of women and leadership style in non-western thought.

The study supports Calás and Smircich’s 2005 call for greater understanding of feminist thought outside of western thought and a move to transglobal feminism.

This study recovers long lost stories of women leadership that are “invisible” in many ways in the historical narratives, and contributes to postcolonial feminism by revealing the existence of indigenous proto-feminist practice in China long before western-based feminism and postcolonial feminism emerged.

The purpose of this paper is to present a degendered organizational resilience model challenging current and dominant conceptualizations of organizational resilience by exploring how gendered organizational power structures, language and practices of everyday organizational life interplay and limit inclusive constructions of organizational resilience.

The degendered organizational resilience model was developed using Acker’s (1990) model of gendered organizations, Martin’s (2003) gendering practices, Lorber’s (2000) degendering and other feminist research on gendered organizations. The purpose of the model is to explore power structures, practices and language within the organizational context during conditions requiring organizational resilience.

A conceptual model for analyzing the theoretical development of organizational resilience is presented. The model analyzes the following three different aspects of organizations: power structure, to identify which resilient practices receive status based on established gendered organizational hierarchies and roles; actions, to identify how resilience is enacted through practices and practicing of gender; and language, to identify how and what people speak reinforces collective practices of gendering that become embedded in the organization’s story and culture.

The degendered organizational resilience model offers a process for researchers, managers and organizational leaders to analyze and reveal power imbalances that hinder inclusive theoretical development and practices of organizational resilience.

The degendered organizational resilience model can be used to reveal power structures, gendered practices and language favoring normative masculine organizational practices, which restrict the systemic implementation of inclusive democratic practices that incorporate and benefit women, men and other groups subject to organizational subordination.

This paper offers an original perspective on the theoretical development of organizational resilience by proposing a degendering model for analysis. A feminist perspective is used to reveal the gendered power structures, practices and language suppressing the full range of resilient qualities by restricting what is valued and who gives voice to resilient processes that lead to resilient organizations.

The purpose of this paper is to explore the nature of dilemmas that emerge at the theoretical and practical interfaces of ethnographic fieldwork and feminist advocacy. This is done by examining the researcher’s role in the field and the complex relationships between the researcher and the researched.

Critical self-reflections and autoethnographic analyses of fieldwork experiences in the author’s home country in South Asia are used to explore these dilemmas.

Using situated examples from a typical organisational setting involving both the oppressive and the oppressed, the researcher’s participant observation is found to be conflicted between critical participation and critical observation. Conscious and/or unconscious critical participation through enactment of feminist ethics by combining researcher and advocacy roles allows a route to assuage these conflicts. Practical strategies used to accomplish this are also discussed.

Although the practical strategies discussed in this paper are culturally and organisationally specific and hence limited by them, it is hoped that suitable variants will emerge for readers from their discussion. Further research is needed to investigate the variety of ways in which the researcher-advocate positionality proposed in this paper can be strategically adopted conditional on cultural and organisational contexts, feminist research questions, and researchers’ abilities and constraints.

This paper seeks to shed light on the dilemmas of feminist ethics faced by critical feminist researchers conducting ethnographic fieldwork. It also discusses ways to enable researchers to circumvent these dilemmas in both epistemologically productive ways by collecting rich data and in ontologically enriching ways by allowing some enactment of feminist ethics. To this end, a positionality of the feminist researcher-advocate is conceptualised that does not enforce constraints of extreme positionalities of either a conventional ethnographer or an action researcher.

Besides illustrating the need to stretch beyond traditional boundaries of participant observation, the researcher-advocate positionality also allows feminist researchers to make small, but directly tangible impact towards gender equality in their field setting. Implications for researchers’ emotional, and cognitive safety are also discussed especially when they identify with one or more minority identities.

This paper contributes to discussions on the theory of methods by highlighting the benefits of enacting feminist ethics as a way of critical participation in research settings.

Translating the well-established theory of the gendered organization into strategic interventions that build more gender equitable organizations has proven to be difficult. The authors introduce the emergence of the “bifocal approach” and its subsequent development and examine the potential of the “bifocal approach” as a feminist intervention strategy and an alternative means of countering gender inequalities in organizations. While pre-existing transformative interventions focus on more immediately apparent structural change, the focus begins with the development of individuals. The paper aims to discuss these issues.

Developed through iterative cycling between theory and practice, the “bifocal approach” links the existing focus on women’s development with a focus on transformative organizational change. The bifocal approach deliberately begins with the organization’s current way of understanding gender in order to build towards frame-breaking transformative change.

The authors show how the bifocal is able to overcome some of the main difficulties of earlier transformative approaches, maintaining organizational access, partnership building, sustaining a gender focus and ultimately sustaining the change effort itself. The bifocal approach seeks structural change, however, the change effort rests with individuals. The development of individuals, as conceived within the bifocal approach was designed to create a “small wins” ripple effect, linking individual (agency) and organizational change (structure).

The bifocal approach offers a comprehensive re-modelling of traditional interventions for other scholars and practitioners to build on. Organizational interventions previously categorized as “fixing women” could be re-examined for their capacity to provide the foundation for transformative change.

The contribution of this paper lies in proposing and examining the bifocal approach as a feminist intervention strategy that overcomes the dualism between the existing frames of organizations and the transformative frame of scholars, in order to move practice and theory forward.

Modernist theories in leadership were traditionally dominated by masculine incorporation and lacked feminine presence in development and language. The synergistic theory of leadership (SLT) seeks to explicate the need for a post‐modernist leadership theory by providing an alternative to, and not a replacement for, traditional theories. Six aspects particular to the SLT influence the ideas and include issues concerning diversity and the inclusion of the female voice in the theory. Four factors are key to the relational and interactive nature of the theory, which provides a useful framework for building and understanding the interdependent relationships. In a tetrahedron model, the theory uses four factors, including leadership behavior, organizational structure, external forces, and attitudes, beliefs, and values to demonstrate aspects not only of leadership but its effects on various institutions and positions. Developed through a qualitative approach, the theory has been validated qualitatively and quantitatively nationwide and is currently being validated internationally.

This paper aims to analyse the current literature on women in public relations to establish trends and areas of inquiry in the literature and identify research gaps for future research.

A total of 223 articles have been empirically analysed using thematic analysis to identify trends in the existing literature. The data has been coded and analysed per decade (1982–1989, 1990–1999, 2000–2009, 2010–2019). The articles have been identified by searching major journals in the field of public relations and communications, as well as snowballing from identified articles.

The results show that the majority of academic articles have been produced by using lived experiences of women working in the public relations industry and thus reflect the professional situation of female public relations employees. The results show that the position of women has reached a full circle in four decades of research and returned to the discriminatory work environment. Finally, the results show that a liberal feminist perspective has an advantage in the literature since the majority of works have been produced in the United States; however, there is an increase in authors calling for the use of socialist and radical feminism.

The paper provides a comprehensive literature review of works published in the field. The paper takes an empirical approach to the analysis rather than the descriptive one, which helped in identifying major trends in the research and identified a research gap for future inquiries.

The aim of this paper is to critically evaluate sexuality and sexual symbolism within the organisational culture of an accounting firm to explore how it is implicated in processes of gendering identities of employees within the firm.

The paper uses a reflexive autoethnographical approach, including short vignettes, to analyse the inter‐relationships between gender, sexuality and power.

By exploring the symbolic role of artefacts, images, language, behaviours and buildings in creating and maintaining gendered relations, male sexual cultures and female sexual countercultures, the paper finds that sexual symbolism in this accounting firm entwines gendered power and domination, practice and resistance, in complex cultural codes and behaviours. It draws out implications for organisations and accounting research.

The paper extends current conceptualisation of gendered constructs in accounting to include sexuality; applies organisational and feminist theory to autoethnographical experience in accounting; and contributes a seldom‐seen insight into the organisational symbolism and culture of a small accounting firm, rather than the oft‐seen focus on large firms.

The purpose of this research is to reveal the gendered nature of social arrangements in order to bring to the surface the hidden discourses that mediate the opportunities of women leaders in the field of corporate social responsibility (CSR) and sustainability.

The author uses critical sense-making (CSM) to analyze interviews with CSR leaders toward understanding the interconnected layers of influences they draw from as they make sense of their experiences.

Despite the positioning of women as being untapped resources within CSR, the reality within CSR leadership indicates that resilient, stereotypical social constructions of gender are being (re)created. However, cues can disrupt the ongoing process of sense-making and create shocks that represent opportunities for resistance as discriminatory practices are revealed.

Applying CSM as a methodology and to the field of CSR adds a component to CSR and gender scholarship that is currently missing. CSM as a methodology bridges broader sociocultural discourses and the local site of sense-making, making visible the structures and processes that enable some narratives to become legitimized by the formative context and protect the status quo.

If these leaders are able to use their discursive power to establish an alternate, dominant narrative throughout their organizations – a culture of emotional empathy within CSR – alternate meanings about the nature and purpose of CSR may emerge while highlighting the need for change.

Applying CSM as a methodology and to the field of CSR adds a component to CSR and gender scholarship that is currently missing. CSM as a methodology bridges broader sociocultural discourses and the local site of sense-making, making visible the structures and processes that enable some narratives to become legitimized by the formative context and protect the status quo.