Zusammenfassung
Forschungsergebnisse belegen, dass Organisationen aus ihrer demografischen Heterogenität Gewinne machen können. Diese resultieren aus der großen Vielfalt an Perspektiven und Zugängen zu spezifischen Arbeitsaufgaben, die durch unterschiedliche Personen in ein System eingebracht werden (Jackson 1992, Cox 1993). Die Organisationsstrukturen sind dabei von zentraler Bedeutung (Durand 1947). Sie geben den Rahmen vor, innerhalb dessen sich das Arbeitskräftepotenzial bewegen kann. Dadurch haben sie einen wesentlichen Einfluss nicht nur auf die eigene Leistungsfähigkeit, sondern auch auf die gesamtwirtschaftliche Wettbewerbsfähigkeit (North 1990) bzw. das Wirtschaftswachstum.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Literatur
Acker, J. (1992): Gendering organizational theory. In: Gendering organizational analysis. Hg. A. Mills/P. Tancred. London: Sage. S. 248–260.
Bacharach, S.B./M.S. Baratz (1962): The two faces of power. In: American Political Science Review 565. S. 947–52.
Barney, J. (1986): Organizational culture: Can it be a source of sustained competitive advantage? In: Academy of Management Review 3. S. 656–665.
Cockbum, C. (1991): In the way of women. London: Macmillan.
Cox, T. (1993): Cultural diversity in organizations: Theory, research, and practice. San Francisco: Berrett-Koehler.
Dodgson, M. (1993): Organizational learning: A review of some literatures. In: Organization Studies 14. S. 375–94.
Durand, J.D. (1947): The labor force in the United States, 1890–1960. New York: Social Science Research Council.
Europäische Kommission (1998): Equal opportunities for women and men in Europe? Eurobarometer 44.3 - Results of an opinion survey. Brüssel: Europäische Kommission.
Europäische Kommission (2001): Final report of the ECE/UNDP task force meeting on a regional gender web-site. Brüssel: Europäische Kommission.
Europäische Kommission (2002): Indicators relating to gendering Mechanisms operating within a Society. (Working Paper No. 7 submitted by Statistics Canada at the Conference of European Statisticians, Geneva). Gesehen am 2 Juni 20003 unter: http://www.unece.org/stats/documents/2002/09/gender/7.e.pdf.
Fenstermaker S./C. West (2002): Doing gender, doing difference. Inequality, power, and institutional change. London: Routledge.
Gagliardi, P. (1986): The creation and change of organizational cultures: A conceptual framework. In: Organization Studies 72. S. 117–134.
Gherardi, S. (1994): Gender, symbolism and organizational culture. London: Sage.
Hedman, B./F. Perucci/P. Sundström (1996): Engendering statistics: A tool for change. Stockholm: Statistics Sweden.
Hofstede, G. (1980): Cultur’s consequences: International differences in work-related values. Beverly Hills, CA: Sage.
Huber, G.P. (1991). Organizational learning: The contributing processes and the literature. In: Organizational Science 2. S. 88–115.
Inglehart, R./P. Norris (2003): Rising tide: Gender equality and cultural change around the world. New York: Cambridge University Press.
Itami, H./T. Roehl (1987): Mobilizing invisibile assets. Cambridge, MA: Harvard University Press.
Kanter, R. (1977): Men and women of the corporation. New York: Basic Books.
Jackson, S.E. (Hg.) (1992): Diversity in the workplace: Human resources initiatives. New York: Guilford Press.
Lord, R.G./K.J. Maher (1991): Leadership and information processing: Linking perceptions and performance. Boston, MA: Unwin & Hyman.
Mills, A./P. Tancred (Hg.) (1992): Gendering organizational analysis. London: Sage.
Mitchell, T.R. (1995): Führungstheorie - Attributionstheorie. In: Handwörterbuch der Führung 2. Hg. A.G. Kieser/R. Wunderer. Stuttgart: Pöschel. S. 847–861.
North, D. (1990): Institutions, institutional change, and economic performance. New York: Cambridge University Press.
Pfeffer, J. (1981): Power in organizations. Boston: Pitman.
Schein, E. (1992): Organizational culture and leadership. San Francisco: Jossey-Bass.
Senge, P.M. (1990): The fifth discipline: The art and practice of the learning organisation. New York: Doubleday.
Stone, L./Z.E. Karman/WP. Yaremko (1998): Gender equality indicators: Public concerns and public policies. Ottawa: Status of Women Canada.
Trompenaars, F. (1985): The organisation of meaning and the meaning of organisation: A comparative study on the conceptions of organisational structure in different cultures. Pennsylvania: Unveröffentlichte Dissertation (University of Pennsylvania).
UN/DESA (United Nations - Department of Economic and Social Affairs) (1997): Report of the economic and social council. New York: Vereinte Nationen.
Wilson, F. (1996): Organizational theory: Blind and deaf to gender? In: Organizational Studies 17 (5). S. 825–842.
Author information
Authors and Affiliations
Editor information
Rights and permissions
Copyright information
© 2003 Westdeutscher Verlag/GWV Fachverlage GmbH, Wiesbaden
About this chapter
Cite this chapter
Grasenick, K., Woitech, B. (2003). Die Bedeutung statistischer Grundlagen und kultureller Analysen für die Implementierung von Gender Mainstreaming. In: Pasero, U. (eds) Gender — from Costs to Benefits. VS Verlag für Sozialwissenschaften. https://doi.org/10.1007/978-3-322-80475-4_19
Download citation
DOI: https://doi.org/10.1007/978-3-322-80475-4_19
Publisher Name: VS Verlag für Sozialwissenschaften
Print ISBN: 978-3-531-14061-2
Online ISBN: 978-3-322-80475-4
eBook Packages: Springer Book Archive