Gendered Processes in Self-Managing Teams: A Multiple Case Study
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The so-called â gendered processesâ I found to occur in the four case-study teams include a gender division of team tasks that required women to perform clerical work even when teams were supposed to implement cross-functional task sharing. Gendered processes also took place through interaction and team metaphors of â familyâ and â football teamâ . I illustrate how the construction of emotions in teamwork marginalized womenâ s contributions and how women and men consciously employed strategies to fit into expectations of gender-appropriate behavior. Despite these gender divisions, I suggest that one possible way for teams to improve organizational gender equality is that they emphasize non-hierarchical spatial arrangements. Finally, although I found gendered processes in all four teams, the ways in which gender shaped teamwork varied according to the organizational status position of a team. Also self-management proved the most comprehensive in teams that functioned at the higher organizational levels.
I thank the Finnish Work Environment Fund, The Foundation for Economic Education, and Ella and Georg Ehrnroothâ s Foundation, all of Helsinki, Finland, for their financial support towards the completion of this dissertation. This study was also supported by dissertation grants from Eemil Aaltonenâ s Foundation of Tampere, Finland and Oskar Ã flundâ s Foundation of Espoo, Finland, for which I am grateful.
- Doctoral Dissertations