Sex/gender inequity in management learning equals violence towards women

IF 2.8 3区管理学 Q2 MANAGEMENT

Management Learning Pub Date : 2024-07-26 DOI:10.1177/13505076241260957

Ingeborg C Kroese

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引用次数: 0

Abstract

With global crises and the rise of misogyny and sexism, progress regarding women’s equality is regressing. In these challenging times, management learning that aims to educate students and professionals on management skills, knowledge, and behaviours, should be deeply concerned with and committed to sex/gender equity; however, sex/gender equity continues to be assaulted in management learning. Exploring the concept of violence, this provocation essay posits that sex/gender inequity in management learning constitutes violence towards women in distinct ways. Violence implies an intense and harmful act and management learning institutions and organisations that do not address sex/gender inequity would be violators, instead of being merely unhelpful. Violence means that change can no longer wait. This essay acknowledges uncertainty and suggests that addressing sex/gender inequity in management learning calls for the sharing of best practices between academia and practice. The essay closes with three core questions that management learning institutions, designers and teachers/facilitators can ask themselves to rewrite their management learning programmes and end this violence towards women.

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管理学习中的性/性别不平等等同于对妇女的暴力行为

随着全球危机以及厌女症和性别歧视的抬头，妇女平等方面的进展正在倒退。在这个充满挑战的时代，旨在向学生和专业人员传授管理技能、知识和行为的管理学习，应该深切关注并致力于实现性/性别平等；然而，性/性别平等在管理学习中继续受到攻击。通过对暴力概念的探讨，这篇启发式论文认为，管理学习中的性/性别不平等以不同的方式构成了对女性的暴力。暴力意味着一种强烈而有害的行为，不解决性别/两性不平等问题的管理学习机构和组织将是施暴者，而不仅仅是无益的。暴力意味着变革已刻不容缓。本文承认存在不确定性，并建议解决管理学习中的性别不平等问题需要学术界与实践界共享最佳实践。文章最后提出了三个核心问题，供管理学习机构、设计者和教师/辅导员扪心自问，以改写他们的管理学习计划，结束这种针对女性的暴力行为。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Management Learning MANAGEMENT-

CiteScore

6.10

自引率

29.20%

发文量

期刊介绍： The nature of management learning - the nature of individual and organizational learning, and the relationships between them; "learning" organizations; learning from the past and for the future; the changing nature of management, of organizations, and of learning The process of learning - learning methods and techniques; processes of thinking; experience and learning; perception and reasoning; agendas of management learning Learning and outcomes - the nature of managerial knowledge, thinking, learning and action; ethics values and skills; expertise; competence; personal and organizational change