作为职业上的少数群体,摸索自己的道路:女性电子音乐艺术家的性别敏感性

IF 2.8 3区 管理学 Q2 MANAGEMENT
Samantha Parsley
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引用次数: 1

摘要

这篇文章发展了一个新兴的“敏感化”理论——一个根据社会习俗学习熟练地体验和展示感官知识的过程。特别地,我提出了一份关于学习成为电子音乐DJ和制作人(以下简称“电子音乐艺术家”)的自我民族志的数据,并对36名处于电子音乐艺术家职业生涯不同阶段的女性进行了深入采访,以提出一个尝试性的、由感官主导的假设,以解释男性在电子音乐行业的长期主导地位。我提供了如何进行“敏感化分析”的方向,并建议从这个“极端”案例研究中吸取的教训可能会照亮更多的日常遭遇性别,感官和管理学习,特别是职业环境中少数民族个体的他者。此外,本文还对阿什克拉夫特的“自我意识”概念在职业认同的构建和运作中,特别是职业隔离——她的“水晶鞋”隐喻——进行了实证探索。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Feeling your way as an occupational minority: The gendered sensilisation of women electronic music artists
This article develops a nascent theory of ‘sensilisation’ – a process of learning to be skilled in experiencing and displaying sensory knowledge according to social convention. In particular, I present data from an autoethnography of learning to be a DJ and producer of electronic music (hereafter ‘electronic music artist’), and in-depth interviews with 36 women at various stages of their careers as electronic music artists to present a tentative, sensory-led hypothesis for the enduring male dominance of the electronic music industry. I offer direction on how a ‘sensilisation analysis’ might be carried out, and conclude by suggesting that the lessons learned from this ‘extreme’ case study might illuminate more everyday encounters with gender, the senses and management learning and in particular, the Othering of minority individuals in occupational contexts. In addition, the article stands as an empirical exploration of Ashcraft’s concept of ‘senses of self’ in the construction and operation of occupational identities, and in particular occupational segregation – her metaphor of the ‘glass slipper’.
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来源期刊
Management Learning
Management Learning MANAGEMENT-
CiteScore
6.10
自引率
29.20%
发文量
42
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
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