Considerable attention has been paid recently to the gendering of organizations and occupations. Unfortunately, the gendered-organizations approach remains theoretically and empirically underdeveloped, as there have as yet been few clear answers to the question central to the perspective: What does it really mean to say that an organization itself, or a policy, practice, or slot in the hierarchy, is “gendered”? Reviewing literature in the gendered-organizations tradition, the author discusses three of the most common ways the perspective has been applied and (...) argues that all of these definitions pose potential problems for the project of meaningful social and organizational change. The article concludes with some suggestions about how a more useful conception of the gendered organization might be built. (shrink)

This article uses Acker's theory of gendered organizations to frame an analysis of the ways in which policies and practices in a men's and a women's prison reflect and reproduce gendered inequalities. The article offers a working definition of one of Acker's key theoretical concepts, the notion of “gendered organizational logic.” Then, using interview data collected from correctional officers in a men's and a women's prison, the article examines the ways in which officer training and assignments, although designed to be (...) nominally generic, assume a male worker and disproportionately benefit male officers working in men's institutions. These findings imply that the perspective could more usefully be conceived as a theory of “masculinized” organizations. (shrink)

The prevailing metaphor for understanding the persistence of gender inequalities in universities is the “chilly climate.” Women faculty sometimes resist descriptions of their workplaces as “chilly” and deny that gender matters even in the face of considerable evidence to the contrary. I draw on interviews with women academics to explore this apparent paradox, and I offer a theoretical synthesis that may help explain it. I build on insights from Ridgeway and Acker to demonstrate that women do experience gender at work, (...) but the contexts in which they experience it have implications for how they understand gender’s importance and whether to respond. Specifically, I find that women are likely to minimize or deny gender’s importance in interactions. When it becomes salient in structures and cultures, women understand it differently. Placing gender in organizational contexts can better inform our understanding of gender inequality at work and can help in crafting more effective efforts to foster gender equity. (shrink)