Abstract
AbstractCorporate social responsibility (CSR) research has been largely interested in answering the question of why more women at work is good for business, leaving unattended the question of how to achieve this, and how feminist theories can be integrated with this purpose. This paper puts forward some conceptual propositions for advancing these questions by examining the linkages between the doing and undoing gender concepts from the feminist organization studies, and the role of CSR. The paper follows a conceptual approach to develop and support propositions. We propose that gender strategies will vary in organizations according to what CSR orientation they assume (compliance or proactive CSR), and how they navigate the un/doing gender continuum. By doing so, a two‐axis model is portrayed and four specific gender strategies identified. The model can support research aiming at exploring how CSR can be a tool for achieving gender equality at work, and managers looking at implementing or evaluating their gender responsible strategies.
Highlights
There has been a growing interest about the role of corporate social responsibility (CSR) on gender equality as a key issue to achieve sustainable development (Grosser, 2009; Thompson 2008; Yasser et al, 2017; Warth, 2009)
CSR research has been largely interested in answering the question of why more women at work is good for business (Calkin, 2016), leaving unattended the question of how to achieve this, and how feminist theories can be integrated with this purpose
We propose that gender strategies will vary in organizations according to what CSR orientation they assume, and how they navigate the un/doing gender continuum
Summary
There has been a growing interest about the role of corporate social responsibility (CSR) on gender equality as a key issue to achieve sustainable development (Grosser, 2009; Thompson 2008; Yasser et al, 2017; Warth, 2009). This implies a differentiated view of the role of men and women in gender issues including traditional policy efforts to achieve equality (Lorber, 2000; Mensi-Klarbach, 2014). The model can support research aiming at exploring how CSR can be a tool for achieving gender equality at work, and managers looking at implementing or evaluating their gender responsible strategies.
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