Degendering organizational resilience – the Oak and Willow against the wind

Bibliographic Data

ID12920949
AuthorsHope Witmer (Malmö University, corresponding author)
Year2019
Volume34
Issue6
Pages510-528
Publication date2019-08-05
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueGender in Management An International Journal (JOURNAL)
Journal identifiersISSN: 1754-2413 • E-ISSN: 1754-2421
PublisherEmerald Publishing Limited (PUBLISHER • GB)
DOI10.1108/gm-10-2018-0127
OpenAlexW2972045047
LanguageEN
Citations received10
References cited48

Purpose 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. Design/methodology/approach 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. Findings 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. Practical implications 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. Social implications 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. Originality/value 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

Knowledge management · Organizational analysis · Organizational commitment · Organizational Effectiveness · Organizational learning · Organizational studies · Political science · Public relations · Resilience (materials science · Sociology · Computer Science · Job Satisfaction and Organizational Behavior · Occupational Health and Safety Research · Psychology · Social Psychology · Supply Chain Resilience and Risk Management

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Open DOIOpen Access