Please use this identifier to cite or link to this item: https://hdl.handle.net/1959.11/8256
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dc.contributor.authorSheridan, Alison Jen
dc.contributor.authorMcKenzie, Fionaen
dc.contributor.authorStill, Leonieen
dc.date.accessioned2011-07-29T12:40:00Z-
dc.date.issued2011-
dc.identifier.citationGender, Work and Organization, 18(3), p. 282-297en
dc.identifier.issn1468-0432en
dc.identifier.issn0968-6673en
dc.identifier.urihttps://hdl.handle.net/1959.11/8256-
dc.description.abstractRecognizing gender as a social construction, in this article we explore the complex, and in many ways contradictory, 'doing' of gender on regional development boards in Australia. While the number of women on these boards has risen over the past decade, the overwhelming sense of these organizations is one of homogeneity. The individuals on these ministerially appointed boards are awarded institutional privilege. Their roles provide them with status and benefits and their membership positions them as leaders within the (masculine) hegemony. This space is not, however, uniformly masculinized. With the limited resources at their disposal and little public recognition of their roles, the boards have limited agency. These poorly resourced boards are populated by women and men board members, while vested with important titles, are relatively powerless and are expected to undertake duties and display behaviour that is more consistent with a feminized role. The doing of gender can also be seen in the primacy of the economic over the social in regional development, where the economic is strongly associated with creating employment, especially in industries where men have traditionally dominated, rather than in the more feminized domains of services. This doing of gender points to the persistence of conservative gender patterns reinforcing a masculinized model of business. The contradiction here is that while they subscribe to this masculinized model, they are unable to deliver on outcomes because they do not have direct control over resources.en
dc.languageenen
dc.publisherWiley-Blackwell Publishing Ltden
dc.relation.ispartofGender, Work and Organizationen
dc.titleComplex and Contradictory: The Doing of Gender on Regional Development Boardsen
dc.typeJournal Articleen
dc.identifier.doi10.1111/j.1468-0432.2010.00530.xen
dc.subject.keywordsCorporate Governance and Stakeholder Engagementen
local.contributor.firstnameAlison Jen
local.contributor.firstnameFionaen
local.contributor.firstnameLeonieen
local.subject.for2008150303 Corporate Governance and Stakeholder Engagementen
local.subject.seo2008910402 Managementen
local.profile.schoolUNE Business Schoolen
local.profile.schoolChief Development Officeen
local.profile.schoolBusiness Economics and Public Policyen
local.profile.emailasherida@une.edu.auen
local.profile.emailfmckenz3@une.edu.auen
local.output.categoryC1en
local.record.placeauen
local.record.institutionUniversity of New Englanden
local.identifier.epublicationsrecordune-20110509-104524en
local.publisher.placeUnited Kingdomen
local.format.startpage282en
local.format.endpage297en
local.identifier.scopusid79954990007en
local.peerreviewedYesen
local.identifier.volume18en
local.identifier.issue3en
local.title.subtitleThe Doing of Gender on Regional Development Boardsen
local.contributor.lastnameSheridanen
local.contributor.lastnameMcKenzieen
local.contributor.lastnameStillen
dc.identifier.staffune-id:asheridaen
dc.identifier.staffune-id:fmckenz3en
local.profile.orcid0000-0002-9342-4931en
local.profile.roleauthoren
local.profile.roleauthoren
local.profile.roleauthoren
local.identifier.unepublicationidune:8431en
dc.identifier.academiclevelAcademicen
dc.identifier.academiclevelAcademicen
local.title.maintitleComplex and Contradictoryen
local.output.categorydescriptionC1 Refereed Article in a Scholarly Journalen
local.search.authorSheridan, Alison Jen
local.search.authorMcKenzie, Fionaen
local.search.authorStill, Leonieen
local.uneassociationUnknownen
local.identifier.wosid000289730700003en
local.year.published2011en
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