Re-visiting Gender Equality Policy and the Role of University Top Management

Lipinsky, Anke; Wroblewski, Angela

doi:10.1007/978-3-030-69687-0_8

Cited by 6 publications

(7 citation statements)

References 28 publications

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“…Leaders were located within research-based STEMM organizations across three domains: HE, the public sector and the private sector. A cross-sectoral study enabled comparative analysis, such as whether the gender competence of leaders bears on the transformation of the culture across scientific and research organizations (Lipinsky and Wroblewski, 2021). To investigate how a typical STEMM leader might conceptualise gender equality, we did not seek to recruit leaders with declared commitment to gender equality.…”

Section: Data Collectionmentioning

confidence: 99%

“…This article contributes to the literature on barriers to gender equality in STEMM by showing how gaps in leaders' gender competence may be an additional obstacle to achieving change. Gender competence refers to a broad set of capabilities and attributes considered necessary to understand and transform gender inequality (BMBWF, 2018; Lipinsky and Wroblewski, 2021). In this article, we report on the findings of data collected from an in-depth, cross-sectoral study of STEMM leaders within Australian universities, industry and government examining their perceptions of gender inequality, sexual harassment and sex discrimination within their organisations.…”

Section: Introductionmentioning

confidence: 99%

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Barriers to gender equality in STEMM: do leaders have the gender competence for change?

Cuthbert

Barnacle

Henry

et al. 2023

EDI

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PurposeScience, technology, engineering, mathematics and medicine (STEMM) workplaces worldwide remain stubbornly resistant to gender equality initiatives. Leaders are vital to driving change, but the extent to which their capabilities lead to change remains unknown. This article examines STEMM leaders' gender competence to achieving transformative changes in gender inequality.Design/methodology/approachThis article examines the capability of STEMM leaders to act as change agents through an in-depth, qualitative analysis of perceptions of gender inequality, sexual harassment, sex discrimination and gender bias within their organisations. Findings are analysed using a customised tripartite gender competence schema, comprising commitment, knowledge and method (or know-how).FindingsThe findings suggest that while STEMM leaders may express a commitment to addressing gender inequality, misapprehensions about the nature and scope of the problem are likely to hamper efforts. Two key misapprehensions standout: a tendency to frame gender inequality in primarily numerical terms; and recourse to blaming external factors beyond STEMM for gender inequality in STEMM.Originality/valueThis article makes an original contribution by examining the gender competence of leaders in STEMM organisations, which has not been previously researched. The findings extend understanding of the salience of leaders' capabilities to lead change by identifying key gaps and misapprehensions in STEMM leaders' understanding of the nature and scope of the problem.

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Section: Data Collectionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Barriers to gender equality in STEMM: do leaders have the gender competence for change?

Cuthbert

Barnacle

Henry

et al. 2023

EDI

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“…Hence, specific instruments have been introduced to support women on their path to top-level positions. Quotas have proved, for example, to be an efficient instrument in increasing women's representation in decision-making in academia (Lipinsky & Wroblewski, 2021;Voorspoels & Bleijenbergh, 2019). Table 2.4 shows a logic model for a quota regulation for decision-making bodies to increase women's representation in decision-making.…”

Section: Example: Logic Model For Quotas For Decision-making Bodiesmentioning

confidence: 99%

Relevance of Monitoring for a Reflexive Gender Equality Policy

Wroblewski¹,

Leitner²

2022

Overcoming the Challenge of Structural Change in Research Organisations – A Reflexive Approach to Gender Equality

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The TARGET approach aims at establishing a reflexive gender equality policy in research performing and research funding organisations. Monitoring has enormous potential to support reflexivity at both the institutional and the individual levels in the gender equality plan (GEP) development and implementation context. To exploit this potential, the monitoring system has to consist of meaningful indicators, which adequately represent the complex construct of gender equality and refer to the concrete objectives and policies of the GEP. To achieve this, we propose an approach to indicator development that refers to a theory of change for the GEP and its policies. Indicator development thus becomes a reflexive endeavour and monitoring a living tool. This requires constant reflection on data gaps, validity of indicators and the further development of indicators. Furthermore, we recommend the creation of space for reflexivity to discuss monitoring results with the community of practice.

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“…A key element in a sustainable infrastructure for gender equality is the building up of gender expertise to support cooperation and exchange between institutions and transform the gendered R&I culture (Lipinsky & Wroblewski, 2021;Palmén & Kalpazidou Schmidt, 2019). This was the case at FRRB, whose activity regarding gender equality in the field of biomedical research was established on the basis of existing networks.…”

Section: Frrb: Building Up Gender Expertise For Strengthening the Net...mentioning

confidence: 99%

Promoting Structural Change in Small Organisations: Strengths, Resistance and the Quest for Excellence

Micheli¹,

Vingelli²

2022

Overcoming the Challenge of Structural Change in Research Organisations – A Reflexive Approach to Gender Equality

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Research-funding organisations (RFOs) and research-performing organisations (RPOs) are in a privileged position to significantly reshape the research and innovation landscape -not only by implementing gender equality plans (GEPs) as institutions but also in terms of the relationship and potential impact of these plans on the institutional context in which they are embedded. This paper reflects on the content and methodology of the GEP implementation at two RFOs and one non-university RPOs. Grounded in the knowledge base of each organisation, the analysis provides insights and expert feedback in order to understand to what extent and under which conditions GEPs are a systematic and comprehensive policy in promoting structural change that has a high potential impact on research policy definition and funding. Reviewing the internal assessment phase, the preliminary steps in the design process as well as the implementation and monitoring phase, the analysis detects both the strengths and challenges or resistance connected to external and internal factors as well as the specific strategies that small organisations employ to promote and sustain organisational and cultural change.

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Re-visiting Gender Equality Policy and the Role of University Top Management

Cited by 6 publications

References 28 publications

Barriers to gender equality in STEMM: do leaders have the gender competence for change?

Barriers to gender equality in STEMM: do leaders have the gender competence for change?

Relevance of Monitoring for a Reflexive Gender Equality Policy

Promoting Structural Change in Small Organisations: Strengths, Resistance and the Quest for Excellence

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