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Agócs, Carol

doi:10.1023/a:1017939404578

Cited by 88 publications

(39 citation statements)

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“…Organizational factors are ignored, including evidence that the construct of excellence in higher education is frequently tautological, contested or reflects situationally specific masculinist criteria (Nielsen, 2016;van Den Brink and Benschop, 2012;O'Connor and Barnard, 2021). Thus the structures and culture of universities created by those in positions of power, through the use of hidden or stealth power, reflect institutionalized resistance to gender equality (Agócs, 1997).…”

Section: Power and Institutional Resistance In Higher Educational Institutionsmentioning

confidence: 99%

“…The difficulty of creating gender equality in universities is well documented, (e.g. Burkinshaw and White, 2017;O'Connor, 2020a), with institutionalized resistance theorized as fundamental to understanding diluted, slow or no implementation of gender equality measures (Agócs, 1997;Benschop and Verloo, 2006;Lombardo and Mergaert, 2013;Powell et al;Peterson et al, 2021;Strategaki, 2005;Smolovic Jones et al, 2020). Since gender equality challenges a powerful patriarchial order, such resistance is not unexpected.…”

Section: Power and Institutional Resistance In Higher Educational Institutionsmentioning

confidence: 99%

“…This university was selected because its proportion of women in senior academic positions was particularly low (Higher Education Authority, 2017, 2016. Hence the expectation was that it would provide insights into institutionalized resistance (Agócs, 1997). The university will be referred to as the Case Study University.…”

Section: Introductionmentioning

confidence: 99%

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Progress, but at the Expense of Male Power? Institutional Resistance to Gender Equality in an Irish University

Hodgins

O’Connor

2021

Front. Sociol.

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Gender equality is a whole-organization endeavor. Building on Agócs (Journal of Business Ethics, 1997, 16 (9), 917–931) concept of institutionalized resistance this article undertakes a feminist critique of policy and practice around internal promotions to the equivalent of Associate Professor level in one Irish university (called the Case Study University). This university was selected because of its low proportion of women in senior academic positions. The methodology is a single case study design, employing documentary analysis, including secondary data. Since 2013 the proportion of women at Associate Professor in the Case Study University increased significantly (bringing them close to the national average): this being associated with increased transparency, with the cascade model in the background. However, men’s “chances” have varied little over time and at 1:4 are the highest in Irish universities. This article uses Agócs (Journal of Business Ethics, 1997, 16 (9), 917–931) stages of institutional resistance to show that while some changes have been made, ongoing institutionalized resistance is reflected in its failure to accept responsibility for change as reflected in its refusal to challenge the “core mission” and restricting the focus to “fixing the women”; and its failure to implement change by focusing on “busy-ness” which does not challenge power and colluding with foot-dragging and slippage in key areas. It is suggested that such institutional resistance reflects the enactment of hidden or stealth power. The article implicitly raises questions about the intractability and the covertness of men’s power and privilege and the conditions under which women’s “chances” are allowed to improve, thus providing insights into the extent and nature of institutional resistance.

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Section: Power and Institutional Resistance In Higher Educational Institutionsmentioning

confidence: 99%

Section: Power and Institutional Resistance In Higher Educational Institutionsmentioning

confidence: 99%

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Progress, but at the Expense of Male Power? Institutional Resistance to Gender Equality in an Irish University

Hodgins

O’Connor

2021

Front. Sociol.

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“…Georgalis, Samaratunge, Kimberley ve Lu, 2014); hayal kırıklığı ve endişeden kaynaklanan savunma mekanizması (Sorre, 2016); yeniliği uygulama zorlukları ve değişim girişimlerinin başarısızlığı için bir gerekçe (Erwin ve Garman, 2010) olarak tanımlanmıştır. Yönetsel bağlamda direnç, örgüt içinde belirlenen uygulamalarda, rutinlerde, hedeflerde veya normlarda istenen değişim karşısında değişimi savunanlar tarafından çalışanlara sunulan değişim beklentilerinin aleyhinde üyelerin görüş, endişe veya kanaatlerini ortaya koyarak değişimi reddetme süreci olarak açıklanabilir (Agocs, 1997). Tanımların ortak yönü iş görenlerin değişim sürecinde değişimin akışı yönünde veya tersi yönünde takındıkları tutumu ortaya koymaktadır.…”

Section: öRgütsel Değişime Dirençunclassified

Örgütsel Değişime Direnç Ölçeği’nin Türkçe’ye Uyarlanması: Geçerlik- Güvenirlik Çalışması

Balaman¹,

Baş²

2020

Cumhuriyet International Journal of Education

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Bu araştırma ile Neiva, Ros ve da Paz (2005) tarafından geliştirilen Örgütsel Değişime Direç Ölçeği'nin Türkçe'ye uyarlanması amaçlanmıştır. Orijinal ölçek üzerinde çeviri, geri çeviri, dil geçerliği, pilot uygulama gibi gereklilikler yerine getirilip Türkçe formuna son şekli verildikten sonra 315 öğretmene uygulanmıştır. Veriler üzerinde yapılan doğrulayıcı faktör analizi sonunda orijinal ölçeğin 28 maddelik 3 faktörlü yapısı doğrulanmış, Türkçe formun orijinal ölçek ile yapı bakımından uyumlu olduğu anlaşılmıştır. Güvenirlik kapsamında Cronbach α iç tutarlık katsayısı, iki yarıya bölme ve kararlılık için test -tekrar test yöntemleri kullanılmıştır. Ölçeğin tamamı için Cronbach α değeri 0.92, Kuşkuculuk faktörü için 0.93, Endişe faktörü için 0.89, Kabullenme faktörü için 0.87 olarak hesaplanmıştır. Ölçeğin her iki yarısı arasında korelasyon değeri 0.90, iki yarı güvenirliği değeri ise 0.94 olarak hesaplanmıştır. Kararlılık için yapılan test -tekrar test sonucunda her iki ölçüm arasında 0.71'lik bir korelasyon bulunmuştur. Maddelerin analizi kapsamında madde toplam korelasyonu incelenmiştir. Ayrıca %27'lik alt ve üst gruplar arasında her bir madde için Bağımsız gruplar t testi yapılarak gruplar arasında anlamlılık düzeyi incelenmiştir. Bu işlemler sonucunda Örgütsel Değişime Direnç Ölçeği'nin Türkçe formunun geçerli ve güvenilir bir ölçek olduğu anlaşılmıştır.

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“…Researchers as well as practitioners often conceptualize responses to organizational change in terms of resistance (Agócs, 1997;Oreg, 2003;Stanley et al, 2005;McCarthy et al, 2008). However, employees can also respond positively to organizational changes (Lines, 2005;Elias, 2009).…”

Section: Attitude Toward Changementioning

confidence: 99%

What ' s in it for me? A managerial perspective on the influence of the psychological contract on attitude towards change

Heuvel

Schalk²,

Freese

et al. 2016

Journal of Organizational Change Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Charissa FreeseTilburg University, Tilburg, The Netherlands, and Volken TimmermanVolken Timmerman Consultancy, Groningen, The Netherlands Abstract Purpose -The purpose of this paper is to develop a model on how business managers perceive that an employee's psychological contract influences his or her attitude toward an organizational change. More specifically, it aims to provide insight into the managerial views on: first, the affective, behavioral and cognitive responses of employees toward organizational change; second, the pre-change and change antecedents of these responses; and third, the role of the psychological contract as a pre-change antecedent. Design/methodology/approach -Data were collected from in-depth interviews with 39 human resource directors, change managers and management consultants in eight European countries. Based on detailed grounded theory-driven analyses of the qualitative data, a conceptual model was developed. Findings -Based on the grounded theory analysis, a model emerged that positions the individual change perception and individual answer to the "what's in it for me?" question as central determinants of an employee's attitude toward change. Moreover, the model distinguishes between "influencing" variables that shape the employees' change perception, and "overruling" variables that can potentially reverse the change perceptions. Practical implications -A strong emphasis on managing the employment relationship by fulfilling mutual obligations and by creating trust will yield more constructive responses to organizational change than focussing on managing an organizational change as an independent event. Originality/value -As one of the first in its field, this study provides insight in the sense-making processes during organizational change, while adopting a managerial perspective. A grounded theory approach by means of interviewing, serves as a first step toward better understanding of the development of employees' affective, behavioral and cognitive responses to organizational change.

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Cited by 88 publications

References 0 publications

Progress, but at the Expense of Male Power? Institutional Resistance to Gender Equality in an Irish University

Progress, but at the Expense of Male Power? Institutional Resistance to Gender Equality in an Irish University

Örgütsel Değişime Direnç Ölçeği’nin Türkçe’ye Uyarlanması: Geçerlik- Güvenirlik Çalışması

What ' s in it for me? A managerial perspective on the influence of the psychological contract on attitude towards change

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