Waiting for outcomes: anchoring a dual agenda for change to cultural assumptions (original) (raw)
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1999
The Center for Gender in Organizations (CGO) is dedicated to advancing learning and understanding of the connection between gender, in all its complexities, and organizational effectiveness. Through research, education, convening, and information dissemination, CGO aims to be a major catalyst for change in enhancing equity and effectiveness in organizations in both the profit and non-profit sectors worldwide. CGO is a part of Simmons School of Management and is supported by core funding from Simmons College and The Ford Foundation. To learn more about CGO and our activities, visit our website at www.simmons.edu/som/cgo. ABSTRACT 3 ACKNOWLEDGEMENTS 4 FOREWORD 5 2 Center for Gender in Organizations D. Role of the change catalyst committee 31 V. MONITORING CHANGE 34 A. Taking stock-one year later 34 B. Taking stock-two years later 35 VI. REFLECTIONS AND LESSONS LEARNED 37 A. Gender in organizations 37 B. Methodology for organizational change 39 C. Conclusions 42 REFERENCES 43 ANNEX TABLES 45
Gender Change, Organizational Change, and Gender Equality Strategies
2011
Change is at the heart of gender studies and the fi eld of gender, work, and organization is no exception to that. Since second-wave feminism provided the impetus to question women's and men's positions in society, an ever increasing fl ow of research has problematized the gendered division of labor and made a plea for gender equality. A quest for change is thus more or less central to the fi eld. Despite many initiatives aimed at changing organizations into gender-balanced or gender-equitable workplaces, change is slow at best. Only from a historical perspective, when one looks back a few decades, does it become clear that changes toward equality have indeed occurred, at various levels (welfare states, organizations, and the attitudes of people).
Gender & Society, 2010
This article integrates research on gendered organizations and the work-family interface to investigate an innovative workplace initiative, the Results-Only Work Environment (ROWE), implemented in the corporate headquarters of Best Buy, Inc. While flexible work policies common in other organizations "accommodate" individuals, this initiative attempts a broader and deeper critique of the organizational culture. We address two research questions: How does this initiative attempt to change the masculinized ideal worker norm? And what do women's and men's responses reveal about the persistent ways that gender structures work and family life? Data demonstrate the ideal worker norm is pervasive and powerful, even as employees begin critically examining expectations regarding work time that have historically privileged men. Employees' responses to ROWE are also gendered. Women (especially mothers) are more enthusiastic, while men are more cautious. Ambivalence about and resistance to change is expressed in different ways depending on gender and occupational status.
Gender and Organizational Culture: Changing the Vantage Point
SocArXiv, 2022
Organizational culture is a subject that has long been discussed, reflected upon and explored in the light of organizational analysis. Gender is another subject that has been treated so in various fields. What is surprising is that gender is often given a secondary position when it comes to understanding basic organizational processes and it rarely makes into the foreground of organizational research. More often than not, the concept of gender, which is believed to be culturally determined, is refined and shaped in a male dominated environment. What is interesting is that gender, as a construct, is molded and shaped by the societal culture. This makes for a compelling argument to be made in favor of gender