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Date
2000
Abstract
This article describes various types of resistance within academic organisations. It starts from a recognition that gender is embedded in organisations (Acker, 1990 and 1998) and that once we accept ‘that staff bring their personal interests into organisations and that these shape the way they discharge their functions, we must also accept that gendered perceptions, practices and attitudes will be present too’ (Halford, 1992:172). It assumes, drawing on Connell’s work, (1995a:82) that although only a minority of men actively subordinate women (hegemonic masculinity) the majority benefit from the patriarchal dividend ‘in terms of honour, prestige or the right to command. [They] men also gain a material dividend.’ This is facilitated by the fact that hegemonic masculinity is used as ‘an organising principle’ in such structures (Cheng, 1996:xiv). Resistance is ‘understood in terms of consciousness or action, whether structurally or subjectively determined, either collectively or individually engaged’ a definition which encompasses, but is not restricted to, the kinds of resistance which are typically associated with industrial labour conflicts (Gottfried, 1994:109).
Supervisor
Description
peer-reviewed
Publisher
Routledge, Taylor & Francis Group
Citation
Higher Education in Europe;25(2), pp. 213-219