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Since the late 1980s we’ve been inspired by feminist theorizing to interrogate our field of organization studies, looking critically at the questions it asks, at the underlying premises of the theories allowing for such questions, and by articulating alternative premises as a way of suggesting other theories and thus other questions the field may need to ask. In so doing, our collaborative work has applied insights from feminist theorizing and cultural studies to topics such as leadership, entrepreneurship, globalization, business ethics, issues of work and family, and more recently to sustainability. This text is a retrospective on our attempts at intervening in our field, where we sought to make it more fundamentally responsive to problems in the world we live in and, from this reflective position, considering how and why our field’s conventional theories and practices – despite good intentions – may be unable to do so.

The Society of Gender Professionals is a new international association of gender practitioners, academics, and activists dedicated to promoting feminist action and applied research, and raising the profile of gender expertise around the world. The organization’s start-up team relied on feminist and sociological research and theory to develop its organizational policies and practices. Throughout the start-up process, the team documented approaches, challenges, and lessons learned in meeting minutes, video recordings, email conversations, feedback surveys, and personal reflections in order to investigate and learn from efforts to put feminist organizational theory into practice. This paper seeks to review the theories that guided the founding of the Society of Gender Professionals and shares the challenges, reflections, and lessons learned in the process of building an organization that seeks to deconstruct privilege and hierarchies and promote inclusivity across a diverse membership. By publishing these experiences, the organization aims to contribute to the broader literature around cultivating feminist organizations so that others may learn from the complexities and considerations addressed, and further advance their own feminist organizational efforts.

Departing from an online interactive Gender Café on the topic of Knowledge Management (KM), jointly hosted by a UN agency and the Society of Gender Professionals, this chapter seeks to provide gender practitioners and others with practical examples of how to “gender” KM in international development. Through analyzing the travel of feminist ideas into the field of KM with inspiration from Barbara Czarniawska’s and Bernard Joerge’s (1996) theory of the travel of ideas, the chapter explores the spaces, limits, and future possibilities for the inclusion of feminist perspectives. The ideas and practical examples of how to do so provided in this chapter originated during the café, by the participants and panellists. The online Gender Café temporarily created a space for feminist perspectives. The data demonstrate how feminist perspectives were translated into issues of inclusion, the body, listening methodologies, practicing reflection, and the importance to one’s work of scrutinizing underlying values. However, for the feminist perspective to be given continuous space and material sustainability developing into an acknowledged part of KM, further actions are needed. The chapter also reflects on future assemblies of gender practitioners, gender scholars and activists, recognizing the struggles often faced by them. The chapter discusses strategies of how a collective organizing of “outside–inside” gender practitioners might push the internal work of implementing feminist perspectives forward.

This chapter introduces a conceptual schema with which the authors chart the historical trajectory of four realms of feminist antiviolence efforts in the United States, describing strains and tensions between and within each realm, with a particular focus on the efficacy of violence prevention.

We draw on feminist theory and empirical studies of antiviolence efforts as well as our own interview and ethnographic research into violence prevention.

This chapter charts a four-part schema for understanding the trajectory of feminist engagements with violence against women. It theorizes that the segmentation of feminist antiviolence has given rise to a variety of tensions within realms that could be resolved or mitigated by reconnecting the realms.

In the face of growing objections to their handling of sexual assault and other forms of gender-based violence, the military, colleges, and other institutions have touted their violence prevention programs. While these programs serve as a testament to over forty years of feminist efforts to institutionalized antiviolence policies and practices, without a holistic feminist approach, violence prevention functions as little more than public relations.

The chapter is of use for scholars thinking about violence against women and gender-based violence, as well as institutions that set policy around issues of violence.

In 1920 Margaret Sanger called voluntary motherhood “the key to the temple of liberty” and noted that women were “rising in fundamental revolt” to claim their right to determine their own reproductive fate (Rothman, 2000, p. 73). Decades later Barbara Katz Rothman reflected on the social, political and legal changes produced by reproductive-rights feminists since that time. She wrote: So the reproductive-rights feminists of the 1970s won, and abortion is available – just as the reproductive-rights feminists of the 1920s won, and contraception is available. But in another sense, we did not win. We did not win, could not win, because Sanger was right. What we really wanted was the fundamental revolt, the “key to the temple of liberty.” A doctor’s fitting for a diaphragm, or a clinic appointment for an abortion, is not the revolution. It is not even a woman-centered approach to reproduction (2000, p. 79).

With an aim to investigate the recent state of the feminist clinics and their negotiation of medical authority in a time of increased technoscientific biomedicalization, and capitalistic health-care system, I conducted a study of two feminist health centers in the Northeast of the United States in 2001–2002. In this chapter, I discuss how the two centers (a nonprofit collective and a for-profit center with a more hierarchical structure) negotiated medical authority in organizational terms as impacted by the larger context of medicine and its interaction with the state, capitalist health-care system, and antiabortion forces. The chapter concludes with a discussion of demedicalization as a multilevel process and implications for feminist care (service delivery) and U.S. Women's Health Movement.

Purpose—Joan Acker proposed her gendered theory of organization as a framework to analyze organizations and to understand how gender underlies organizational structure in such a way as to subordinate women. Much of the previous work that has utilized this framework has examined highly (male-) gendered organizations. This archival case study aims to use Acker’s framework to examine a purportedly female-gendered organization—the 1970s feminist organization, Stewardesses for Women’s Rights (SFWR).

Design/methodology/approach—Using these archived materials, this chapter uses a critical hermeneutic approach across Acker’s framework of gendered organization to make sense of the rise and fall of SFWR. The chapter discusses lessons learned from this short-lived organization.

Findings—The chapter finds that societal pressure and organizing women’s understanding of what is “real” and valued in an organization pushed them to create an organization that was as highly (male-) gendered as the organizations from which they were escaping. Many in the organization never saw SFWR as a “real” organization because of the underlying organizational logic that was directing what the organization should be. Even if the organization did, on the surface, look different than other explicitly male-gendered organizations, the same underlying organizational logic manifested itself in similar organizational structure.

Originality/value—This archival case study uses Acker’s framework to examine a purportedly female-gendered organization—the 1970s feminist organization SFWR and reveals lessons learned.

This chapter explores how feminist and women-owned media/organisations in Uganda, Rwanda and Tanzania navigated the impact of COVID-19. Three debilitating realities contextualise this study. The first is the fact that feminist media find themselves trapped in a global existential struggle following the steady collapse of traditional media’s economic models. Second, women’s owned media by their nature are marginal and undermined by hegemonic patriarchal power structures and third, COVID-19 spared no media. The pandemic devastated the media industry globally especially print, and community-owned media such as women’s owned media. The chapter is informed by political economy of feminist media theories with a main focus on principles of media viability. It draws from interviews with managers and senior reporters at leading feminist and women-owned media/organisations in the three countries. The findings shed light on how operations, human resources, content and financial sustainability were navigated and reshaped in a flawed health, political and socio-cultural systemic context that threatened to annihilate the case media. We highlighted the innovative solutions and resolve indicative of the resilience, determination and agency that these women-owned media/organisations exercised in the face of the crisis at the time, something others can learn from.

This chapter address how critical feminist organization studies can shed light on the dominance of masculinist logics in TM theorizing in both theory and practice and open up opportunities to review TM systems that stress inclusion and equity. The exclusive approach is most worrisome given that contemporary events such as the prosecution of Harvey Weinstein the global ‘#metoo campaigns and the Sustainable Development Goals have highlighted the importance of equality agendas. We draw on transnationalism, intersectionality and postcolonialism approaches to illustrate how TM reinforces inequalities. Our contribution questions the elite logics, and the white Global North males that dominate both TM theorizing, and TM practitioners and denies many stakeholders voices and contributions to organization life. We also question the longevity of the elite mantra of MNCs’ HRM policy given that the Sustainable Development Goals are increasingly being advocated by the business community, and contradict entirely an organizational ethic premised on valuing the elite.

Purpose: Being the victim of sexual violence can lead to long-term health consequences. In response, rape crisis centers provide support to survivors of sexual violence including medical and mental health treatment or referrals to treatment. A history of exclusion and provision of service by cisgenderist binary categories limit the ability of rape crisis centers to serve transgender survivors of sexual violence. Can gender be a way to provide safe, inclusive healthcare or is it necessarily a way to enact gender oppression? How can rape crisis centers and other healthcare organizations become more inclusive of transgender people?

Methods: In addition to fieldwork at a rape crisis center that had a trans inclusion project, interviews were conducted with staff and volunteers at the rape crisis center.

Findings: I found that gender-based service provision is problematic, especially when based on an understanding of gender conflated with sex category. Even organizations aiming to challenge gender oppression can reproduce it.

Practical Implications: Options for health organizations to become more trans inclusive are presented.

Originality: Research on the transgender experience, particularly at rape crisis centers and other healthcare organizations that provide gender-segregated service, is limited That literature often presents those organizing women-only space as monolithic and struggles around the inclusion of trans people oversimplified. My research illuminates how gender inequality is reproduced in an organization aimed at challenging that inequality. My research shows the logics of those engaged within an organization reproducing oppression despite individuals' desires to challenge oppression.