“We don’t have anything like that here!” – Organisations, Men and Gender Equality

Holter, Øystein Gullvåg; Riesenfeld, Vera; Scambor, Elli

doi:10.2307/j.ctvbkjw69.7

Cited by 16 publications

(5 citation statements)

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“…Basically, this concept says that trouble among male and female employees in an organization will emerge as soon as processes toward gender equality result in real competition for rare resources. Holter, Riesenfeld and E. Scambor (2005) have translated this concept to a phase model of organizational change, concerning gender equality processes. At an early stage, equality rhetoric prevails, but real changes are prevented.…”

Section: Resultsmentioning

confidence: 99%

Men and Gender Mainstreaming: Prospects and Pitfalls of a European Strategy

Scambor¹,

Scambor²

2009

The Journal of Men’s Studies

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Today, what is called “Gender Mainstreaming” is the main strategy of the European Union to work toward gender equality. The definitions of Gender Mainstreaming explicitly include men, and there have been first efforts to integrate a men's perspective into this strategy. Referring approaches are outlined in this paper, and the respective chances and problems are addressed. Relevant aspects of the discussion in the German speaking countries and some practical experiences within Gender Mainstreaming projects are highlighted, with a focus on Austria. At the moment, an important stream of the discussion refers to the reallocation of paid labor and unpaid caring work among men and women. Thus, this thematic focus is maintained throughout the paper, as an example for a two-edged topic between emancipation and hetero-normativity. Inputs from Northern Europe as the model region concerning gender equality and important international sources from critical men's studies and queer theory are used as reference points.

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Section: Resultsmentioning

confidence: 99%

Men and Gender Mainstreaming: Prospects and Pitfalls of a European Strategy

Scambor¹,

Scambor²

2009

The Journal of Men’s Studies

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“…Since defining the organization as unequal, and stating that something needs to change, is to challenge the prevailing order, both in terms of the existing power structures and identity constructions, those who continue to argue that nothing needs to change often win. This reveals the organization's inertia (see, for instance, Pincus, 2002;Holter et al, 2005). When management argues for change, this alters the power balance in the discussion in favour of those who, like management, perceive the gender inequality and want to change it.…”

Section: Management's Role In Gender Equality Work: Responsibility Fo...mentioning

confidence: 99%

Gender Equality in Academia: FROM KNOWLEDGE TO CHANGE

2022

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“…Organisasjonens treghet kommer til syne (se f.eks. Holter et al, 2005;Pincus, 2002). Når ledelsen argumenterer for en forandring, endres styrkeforholdene i diskusjonen til fordel for dem som i likhet med ledelsen ser ulikestillingen og vil arbeide for en forandring.…”

Section: Ledelsens Rolle I Likestillingsarbeidet -å Ta Ansvar For Problembeskrivelsenunclassified

Fra biologi til strategi – utvikling av en ledelsesgruppe

Snickare¹,

Amundsdotter²,

Holter³

2021

Likestilling I Akademia – Fra Kunnskap Til Endring

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From Biology to Strategy – the Development of a Management Team Research on gender equality projects emphasizes gender equality as a management responsibility, but not many studies focus on how management can organize and implement the process in order to achieve sustainable change. What should the team actually do? How does the team need to develop in order to be capable of doing what needs to be done? The analysis in this chapter is based mainly on qualitative material in the form of interviews and notes from five workshop days with the management team at the Faculty of Mathematics and Natural Sciences at Oslo University. The data show how the methods and tools that the management team acquired in the workshops have not only given the team members knowledge in the areas they addressed during the workshops, but also the confidence to determine how to proceed in new areas. The concept of sensegiving (cf. Weick & Quinn, 1999) is used to discuss their role in gender equality work. Since gender equality and inequality are done through everyday actions in the organization’s processes, the entire organization needs to be invested in any changes. The management team can approach sensegiving by legitimizing the perception of the organization as not being gender equal and by demonstrating how a gender equality perspective can be integrated in the organization’s structures and processes.

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“We don’t have anything like that here!” – Organisations, Men and Gender Equality

Cited by 16 publications

References 0 publications

Men and Gender Mainstreaming: Prospects and Pitfalls of a European Strategy

Men and Gender Mainstreaming: Prospects and Pitfalls of a European Strategy

Gender Equality in Academia: FROM KNOWLEDGE TO CHANGE

Fra biologi til strategi – utvikling av en ledelsesgruppe

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