Veidi imelik on seda teksti siin jagada, sest sooline võrdsus võiks olla juba midagi iseenesestmõistetavat, kuid ometi ei ole. Siinviidatu leidis oma koha peamiselt põhjusel, et tegeleb muuhulgas maskuliinsuse küsimustega, mis praktikate tasandil ei ole minu arvates – tunnetuslikul tasandil, st võin eksida – üldse seotud sooga, vaid institutsionaalse keskkonnaga. Ma ei oska ühtegi näidet tuua sellest, kus näitaks naisjuhi juhtimispraktikad erineksid alfaisasest kolleegi praktikatest. Kuna aga minu empiiria on väga piiratud, siis sellest mingeid üldistusi teha ei saa. Nüüd aga teksti juurde.

Kontekstiks:

Despite a slow move towards a more equal gender balance, the large share of senior management positions in public and private organisations worldwide are still held by men (Connell, 2005; World Economic Forum, 2018). […] Moreover, as long as men take their privilege for granted without questioning it, they reconfirm the hegemony of masculinity in the way organisations are organised (Hearn, 2004).

Artikli fookus:

Current study offers insight into the role of men and of mobilising masculinity in organisational change towards gender equality by comparing how male and female change agents give meaning to their involvement in such change. […] This study focuses on academia as an example of a typical gendered organisation (Bendl et al., 2014; Fotaki, 2011; Parsons and Priola, 2013). Between 2008 and the present, I was involved in a series of action research projects on gender equality in academia in different European countries (Bleijenbergh et al., 2013, Bleijenbergh, 2018).

Stereotüüp:

The experiences and behaviour of white, middle-class, Anglo-Saxon, heterosexual men function as the implicit norms in organisations (Fotaki, 2011; Knights and Kerfoot, 2004), and as a consequence men in management positions consider organisations gender-neutral, rather than gendered (Ely and Meyerson, 2000a, 2000b; Treviño et al., 2018).

Lugemishuvi suurendamiseks:

My paper shows that in academia, similarly, such emerging inclusive masculinity co-exists with hegemonic masculinities. […] It suggests that male managers may support gender equality as ‘the cause’ rather than the ‘business case’, emphasising the need to do the right thing over profit arguments.

Bleijenbergh, I. (2022). How change agents mobilise masculinities to support gender equality in academia. Organization. https://doi.org/10.1177/13505084221096810