Degendering organizations? The emergence of postfeminist networks

Abstract

Purpose This article aims to present an initial analysis of a new form of collective action related to gender issues emerging in the Brazilian corporate world. It is based on an empirical investigation through two networks of women executives that aim to encourage gender equity in organizations. The analysis was structured based on the following research question: What is the potential of these networks related to gender equity led by executive women to degender organizations? The findings help to understand the complexity of this phenomenon, with its ambiguities and contradictions. Originality/value The originality of the article resides in the proposition of the concept of postfeminist networks to understand this new form of collective action for gender equity in the corporate environment. This concept helps researchers in Organizations Studies better understand moderate corporate feminism, reflecting and deflecting feminism. Design/methodology/approach Qualitative research of exploratory nature, whose investigation strategy was a multiple case study. Data collection occurred in two stages: documentary, and interviews. The interviews were with ten executives who lead and act directly in the management of two networks, both located in São Paulo, and aimed at increasing the representation of women in leadership positions in business. Findings The results show crucial limitations of these networks. They are related to a claimed distance from feminism and even a disdain for the feminist movement. They also do not consider the intersections between gender and other social markers of difference, such as race, class, and sexuality. Despite these limitations, this experience cannot be neglected. They represent a significant advance in individual strategies that women undertake to occupy spaces in the corporate world and those concerning affinity groups created by executive women within each company. These advances are even more critical in a business environment. There are typically very few women in upper management positions, and where male leaders have done very little in encouraging their presence in upper management.

Women founders of startups: an examination through the prism of the queen bee phenomenon

“…In view of the particularities of Brazilian culture (Coelho Jr. et al, 2022), the persistence of the markers of sexual division of labor (Hirata & Kergoat, 2007), and gender barriers in startups (Pavan et al, 2021), we assumed that women founders and co-founders of startups exhibit strong QBP adherence. Our study does not support this assumption.…”

“…According to this mindset, men are more competitive, ambitious, and self-reliant due to their biological traits and are therefore considered more capable of pursuing privileged professions of higher social status (Hirata & Kergoat, 2007). Thus, gender inequalities remain due to the persistence of gender roles deeply rooted in the culture of a macho Brazilian society (Coelho Jr. et al, 2022).…”