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The purpose of this paper is to revisit theoretical positions on gender and the implications for gender in management by building upon current research on doing gender well (or appropriately in congruence with sex category) and re‐doing or undoing gender and argue that gender can be done well and differently through simultaneous, multiple enactments of femininity and masculinity.

This is a theoretical paper.

The authors argue that individuals can perform exaggerated expressions of femininity (or masculinity) while simultaneously performing alternative expressions of femininity or masculinity. The authors question claims that gender can be undone and incorporate sex category into their understanding of doing gender – it cannot be ignored in experiences of doing gender. The authors contend that the binary divide constrains and restricts how men and women do gender but it can be disrupted or unsettled.

This paper focuses upon the implications of doing gender well and differently, for gender and management research and practice, drawing upon examples of leadership, entrepreneurship, female misogyny and Queen Bee.

This paper offers a conceptualization of doing gender that acknowledges the gender binary, while also suggesting possibilities of unsettling it.

Using an alternative lens to challenge assumptions of solidarity behaviour and the queen bee label, the paper aims to analyse empirical data to explore negative relations between women in management and surface processes of female misogyny.

Feminist standpoint epistemology; qualitative semi‐structured interviews; subjective narrative data from senior women and women academics of management in two UK organisations.

Assumptions of solidarity behaviour are largely absent in the research and the queen bee label impacts pejoratively on women in management, perpetuating a “blame the woman” perspective. Senior women do recognise barriers facing women in management but they do not want to lead on the “women in management mantle.” This does not make them queen bees; the women recognise becoming “male” in order to “fit” senior management and acknowledge the impact of their gendered context. From this context, processes of female misogyny between women in management fragment notions of solidarity; highlight contradictory places women take in relation to other women and challenge women as “natural allies.”

Future research should engage women at all levels in management in consciousness‐raising to the impact women have on other women. Organizational interventions are required to explicitly surface how the gender order exacerbates differences between them to maintain the gendered status quo.

Empirical paper using an alternative lens to problematize solidarity behaviour and queen bee, surfaces female misogyny between women in management and highlights how the gendered social order encourages and exacerbate differences between women.

In England and Wales, legislation pertaining to hate crime recognizes hostility based on racial identity, religious affiliation, sexual orientation, disability or transgender identity. Discussions abound as to whether this legislation should also recognize hostility based on gender or misogyny. Taking a socio-legal analysis, the chapter examines hate crime, gender-based victimization and misogyny alongside the impact of victim identity construction, access to justice and the international nature of gendered harm. The chapter provides a comprehensive investigation of gender-based victimization in relation to targeted hostility to assess the potential for its inclusion in hate crime legislation in England and Wales.

The cargo shipping industry constitutes a gendered (male) occupation par excellence with a traditionally strong masculine occupational culture. Another prominent feature of this global industry is its ethnically segmented labour market. The ‘racial’ divide of the workforce intersects with gender and other axes of difference. Drawing on the author’s own ethnographic data as well as on a comprehensive review of existing research on the field, the chapter gives an overview of the issues faced by women working in the sector as well as their ways of coping with those issues. Gendered workplace interactions at sea often refer to a misogynistic discourse deeply rooted in the traditionally masculine culture of the industry, attempting to symbolically exclude women from the occupational group. Drawing on Kate Manne’s theory of the ‘logic of misogyny’, the author interprets those interactional practices as attempts by men to defend the gendered identity of the occupational group against the intrusion of women.

While a growing body of literature reveals the prevalence of men's harassment and abuse of women online, scant research has been conducted into women's attacks on each other in digital networked environments. This chapter responds to this research gap by analyzing data obtained from qualitative interviews with Australian women who have received at times extremely savage cyberhate they know or strongly suspect was sent by other women. Drawing on scholarly literature on historical intra-feminism schisms – specifically what have been dubbed the “mommy wars” and the “sex wars” – this chapter argues that the conceptual lenses of internalized misogyny and lateral violence are useful in their framing of internecine conflict within marginalized groups as diagnostic of broader, systemic oppression rather than being solely the fault of individual actors. These lenses, however, require multiple caveats and have many limitations. In conclusion, I canvas the possibility that the pressure women may feel to present a united front in the interests of feminist politics could itself be considered an outcome of patriarchal oppression (even if performing solidarity is politically expedient and/or essential). As such, there might come a time when openly renouncing discourses of sisterhood and feeling free to disagree with, and even dislike, other women might be considered markers of liberation.

The authors sought to examine how hegemonic masculinity and sexism functioned in a storied, historic corporation, a test of MAnne's (2017) claim that misogyny is a structural phenomenon rather than being about anger and hatred of individual men.

This study was an archaeological excavation of discourse in a well-documented employment relationship. The researchers were informed by feminist poststructuralism and drew on critical discourse analysis of labour arbitration and media from the case of a woman, twice wrongfully dismissed.

The authors concluded that the employer was the site of hegemonic masculinity, which led to a train conductor being repeatedly targeted and demeaned in a bad faith and discriminatory manner for disrupting the conductor’s employer's patriarchal strictures. The authors found that misogyny shaped the conductors’s experience as a repeated pattern of abuse, a gendered feature of a patriarchal organisation, and a coercive matter of maintaining the conductor’s subordination. The authors also found that the male arbitrator in the conductor’s second dismissal arbitration became complicit in misogyny by penalising the conductor for acts of resistance, giving the employer what the employer wanted, to purge the conductor for violating the patriarchal norms.

The authors traced how a historic corporation demonstrated vulnerability to the resistance of a lone female worker, who faced discriminatory, disturbing and bad faith managerial behaviour in the creation of the conductor’s own meaning and resistant identity. The authors concluded that evidence of the regulation of employee relations, such as the decisions of arbitrators, can reveal the processes and outcomes of work under hegemonic masculinity, sexism and misogyny.

Aims to critique solidarity behaviour as a means of advancing women in management; questions the queen bee concept and raises negative relations between women.

Conceptual paper which critiques extant research and approaches to advancing women in management identifying alternative perspectives.

Assumptions of solidarity behaviour set expectations of senior women which cannot be fulfilled. Continued use of the unproblematized queen bee label, without acknowledgement of the embedded gendered context for women in senior management, perpetuates a “blame the woman” perspective as a “one‐woman responsibility”. Emerging from the gendered nature of organization, female misogyny may be a means of exploring negative relations between women to challenge existing gendered organizations which sustain the status quo.

Mediates recommendations of senior women as mentors and role models, whilst blaming them for being more male than men, by calling for action to challenge and change the gendered social order which impacts on women in management. Empirical research is required.

Considers the impact of negative relations between women to highlight how the gendered social order encourages and exacerbates differences between women; challenges assumptions of solidarity behaviour and problematizes the queen bee label.

Japan is home to a relatively conservative and group-oriented culture in which social expectations can exert powerful pressure to conform to traditional patterns of behaviour. This includes gender norms, which have long been based around the common stereotypes of men as breadwinners and women as housewives. Social liberalisation and economic change in the late 20th century saw these patterns change as more women entered the workforce and, despite Japan's dismal standing in global equality rankings, began to make inroads into some positions of political and corporate leadership. Yet, the way in which women are treated by men is shaped not only by female gender norms but also by the social factors that determine male patterns of behaviour. This chapter considers how Japan's male gender norms, particularly the focus on man as economic labourers rather than active members of the family unit, have damaged many men's ability to connect, on an emotional level, with the women in their lives. It looks at the issue of misogyny; what is known as the Lolita Complex; the growing trend of herbivore men; and the concept of Ikumen, men who are active within the family. While some of these patterns of behaviour can be harmful – for women on the individual level, and for Japan as a whole, on the social level – there are some trends which suggest that gender norms in Japan can be directed in a manner which will allow for much healthier emotional relationships to develop between the genders in a manner that will help build a society that is more cognisant of and attentive to the needs of women.