Suchergebnisse

Feminist research is explicitly committed to validating (women) informants' experiences, situating them in a context of gender and power relations, and explicating the researcher's own social and cultural position. Such commitments may not be enough, however, when our negative and positive feelings about our informants get in the way of doing our research. In this article, we draw upon our research on women in care professions and our own desire to find feminist heroines within their ranks. After describing our respective experiences of glorifying or dismissing our informants, we explore three strategies for coming to terms with implicit or 'gut-level' normativity in feminist research.

PurposeThe authors aim to contribute to current knowledge on women's networks in organizations by exploring the strategies employed by members of women's networks, Human Resources (HR) management and senior line management to negotiate the role of these networks in their organizations.Design/methodology/approachThe authors employ the theoretical perspective of micro-politics to analyze qualitative data they collected in an action research project using open-ended interviews and participant observation. The interviews were conducted with network board and active members, and members of their organizations' HR departments and senior management. Participant observation of the interviewees' interactions took place during facilitated workshops.FindingsAdding to the literature, the authors find that members of the different parties employ different micro-political strategies. Many senior HR and management members demand that the networks' activities contribute to the organizations' diversity aims and bottom line. They largely avoid strategic cooperation with the networks. Most network members, in turn, resist the restricted role of the networks as an instrument to realize their organizations' business case. They claim some freedom to independently decide on the networks' strategies and activities. They resist being attributed tasks and responsibilities that they consider to reside with their organizations. Moreover, they try to sustain cooperative relationships with senior HR and management in an advisory role.Originality/valueThe action research approach enabled the authors to contribute to existing knowledge and extend the micro-politics theoretical perspective to include the collective agency of members of organizational groups and cooperation between these groups.