Feminine Tensions in Conflict Situations as Revealed by Metaphoric Analyses

Abstract

This investigation combined interpretive and quantitative metaphoric analyses to examine conflict images of women in government. Based on feminist, conflict, and metaphor literature, we anticipated that first-order (metaphoric family) and second-order (structural or linguistic) analyses would reveal overarching categories, underlying tensions, and contextual differences in workplace metaphors. Findings indicated that metaphoric families provided generalizable categories but that linguistic devices suggested subtleties in the ways in which professional women conceptualized their conflictual interactions in the workplace.

Are we “out of the box” yet? A case study and critique of managerial metaphors of change

“…Even dominant metaphors may be viewed in different, even bi-polar ways. Burrell, Buzzanell, and McMillan (1992), for example, found that women used the war metaphor of conflict, just as their male counterparts. However, the women imagined themselves to be victims of conflict, not victors of the battle.…”

Sexual Harassment at the Intersection of Race and Gender: A Theoretical Model of the Sexual Harassment Experiences of Women of Color

“…These disparities raise questions about the applicability of sexual harassment research to groups whose collective voices were excluded during the scholarly construction of ''sexual harassment.'' Feminist scholars critique the notion of universal truths that routinely ''emerge'' during academic research (Allen, 1996;Burrell, Buzzanell, & McMillan, 1992;Nkomo, 1992). Standpoint theory and intersectionality are especially valuable for this critique.…”

Mentorystė Ir Pasitenkinimas Darbu: Mažų Ir Vidutinių Įmonių Malaizijoje Tyrimas

“…Interestingly, there are also some controversial researches which discovered that women supervisors were not so competitive, but on the other hand more understanding, eager to share power, to discuss con icting opinons than the opposite gender (Burrell, Buzzanell & McMillan, 1992). On the other hand, Korabik, Baril, and Watson (1993) found that the di erences in the management of male and female supervisors were only existed in female managers who are less experienced.…”