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Progress not pipelines: a case study of the need for the strategic management of equity in an Australian agricultural organization
Author(s) -
Pini Barbara
Publication year - 2005
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.707
Subject(s) - redress , equity (law) , argument (complex analysis) , politics , agriculture , public relations , business , economics , public economics , political science , marketing , sociology , law , ecology , biochemistry , chemistry , biology
This paper uses data from a doctoral study of women's participation in an Australian agri‐political group to detail and critique what is referred to as the ‘pipeline’ argument of addressing gender equity in organizations. It is argued that such an approach to increasing the number of women in management is fundamentally flawed and that to redress this imbalance a strategic change approach to gender equity is required. A strategic change approach is one that is multi‐faceted, contextualized, holistic and long‐term.Copyright © 2005 John Wiley & Sons, Ltd.