Gender Interventions in the Dutch Police Force: Resistance as a Tool for Change?

References

• Acker, J. (2000). Gendered contradictions in organizational equity projects. Organization, 7(4), 625–632. doi: 10.1177/135050840074007
   Web of Science ®Google Scholar
• Agocs, C., & Burr, C. (1996). Employment equity, affirmative action and managing diversity: Assessing the differences. International Journal of Manpower, 17(4/5), 30–45. doi: 10.1108/01437729610127668
   Web of Science ®Google Scholar
• Ashcraft, K. L. (2005). Resistance through consent? Occupational identity, organizational form, and the maintenance of masculinity among commercial airline pilots. Management Communication Quarterly, 19(1), 67–90. doi:10.1177/0893318905276560
   Google Scholar
• Bell, E. L. E., & Nkomo, S. M. (2003). Our separate ways: Black and white women and the struggle for professional identity. Cambridge, MA: Harvard Business Press.
   Google Scholar
• Benschop, Y., & Van den Brink, M. (2009). Teveel spelers, teveel hoepels, te weinig diversiteit: werving en selectie van kroonbenoemden bij de Nederlandse politie. Radboud Universiteit Nijmegen.
   Google Scholar
• Benschop, Y., Van den Brink, M., & Burke, R. J. (2014). Power and resistance in gender equality strategies: Comparing quotas and small wins. In S. Kumra, R. Simpson, & R. J. Burke (Eds.), The Oxford handbook of gender in organizations (pp. 332–352). Oxford: Oxford University Press.
   Google Scholar
• Benschop, Y., & Verloo, M. (2006). Sisyphus’ Sisters: Can gender mainstreaming escape the genderedness of organizations? Journal of Gender Studies, 15, 19–33. doi: 10.1080/09589230500486884
   Web of Science ®Google Scholar
• Bergqvist, C., Bjarnegård, E., & Zetterberg, P. (2013). Analysing failure, understanding success: A research strategy for explaining gender equality policy adoption. NORA-Nordic Journal of Feminist and Gender Research, 21(4), 280–295. doi: 10.1080/08038740.2013.855661
   Google Scholar
• Britton, D. M. (2000). The epistemology of the gendered organization. Gender & Society, 14(3), 418–434. doi: 10.1177/089124300014003004
   Web of Science ®Google Scholar
• Calás, M. B., & Smircich, L. (2009). Feminist perspectives on gender in organizational research: What is and is yet to be. In D. Buchanan & A. Bryman (Eds.), The Sage handbook of organizational research methods (pp. 246–269). London: Sage.
   Google Scholar
• Connell, R. (2006). The experience of gender change in public sector organizations. Gender, Work & Organization, 13, 435–452. doi:10.1111/j.1468-0432.2006.00316.x
   Web of Science ®Google Scholar
• Connell, R. W. (2005). Change among the gatekeepers: Men, masculinities, and gender equality in the global arena. Signs, 30(3), 1801–1825. doi: 10.1086/427525
   Web of Science ®Google Scholar
• Courpasson, D., Dany, F., & Clegg, S. (2012). Resisters at work: Generating productive resistance in the workplace. Organization Science, 23(3), 801–819. doi: 10.1287/orsc.1110.0657
   Web of Science ®Google Scholar
• Crosby, F. J., Iyer, A., & Sincharoen, S. (2006). Understanding affirmative action. Annual Review of Psychology, 57, 585–611. doi: 10.1146/annurev.psych.57.102904.190029
   PubMed Web of Science ®Google Scholar
• Çankaya, S. (2015). Professional anomalies: Diversity policies policing ethnic minority police officers. European Journal of Policing Studies, 2(4), 383–404.
   Google Scholar
• Dahlerup, D. (2007). Electoral gender quotas: Between equality of opportunity and equality of result. Representation, 43(2), 73–92. doi: 10.1080/00344890701363227
   Google Scholar
• Dick, P., & Hyde, R. (2006). Consent as resistance, resistance as consent: Re-reading part-time professionals’ acceptance of their marginal positions. Gender, Work & Organization, 13(6), 543–564. doi: 10.1111/j.1468-0432.2006.00322.x
   Web of Science ®Google Scholar
• Eriksson-Zetterquist, U., & Renemark, D. (2016). Can changes to gender equality be sustained? Gender,Work & Organization, 23(4), 363–378. doi: 10.1111/gwao.12127
   Web of Science ®Google Scholar
• Ford, J. D., Ford, L. W., & D'Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33(2), 362–377. doi: 10.5465/AMR.2008.31193235
   Web of Science ®Google Scholar
• Ford, J. D., & Ford, L. W. (2010). Stop blaming resistance to change and start using it. Organizational Dynamics, 39(1), 24–36. doi: 10.1016/j.orgdyn.2009.10.002
   Web of Science ®Google Scholar
• Glastra, F. (1999). Organisaties en diversiteit: naar een contextuele benadering van intercultureel management. Utrecht: Lemma.
   Google Scholar
• Heilman, M. E., Block, C. J., & Stathatos, P. (1997). The affirmative action stigma of incompetence: Effects of performance information ambiguity. Academy of Management Journal, 40, 603–625. doi: 10.2307/257055
   Web of Science ®Google Scholar
• Hoobler, J. M. (2005). Lip service to multiculturalism. Journal of Management Inquiry, 14(1), 49–56. doi: 10.1177/1056492604270798
   Web of Science ®Google Scholar
• Hoque, K., & Noon, M. (2004). Equal opportunities policy and practice in Britain: Evaluating the ‘empty shell’ hypothesis. Work, Employment and Society, 18(3), 481–506. doi: 10.1177/0950017004045547
   Web of Science ®Google Scholar
• Jewson, N., & Mason, D. (1986). The theory and practice of equality policies: Liberal and radical approaches. The Sociological Review, 34(2), 307–334. doi: 10.1111/j.1467-954X.1986.tb02704.x
   Web of Science ®Google Scholar
• Kalev, A., Dobbin, F., & Kelly, E. (2006). Best practices or best guesses? Assessing the efficacy of corporate affirmative action and diversity policies. American Sociological Review, 71(4), 589–617. doi: 10.1177/000312240607100404
   Web of Science ®Google Scholar
• Kärreman, D., & Alvesson, M. (2009). Resisting resistance: Counter-resistance, consent and compliance in a consultancy firm. Human Relations, 62(8), 1115–1144. doi: 10.1177/0018726709334880
   Web of Science ®Google Scholar
• Kelly, E. L., Ammons, S. K., Chermack, K., & Moen, P. (2010). Gendered challenge, gendered response confronting the ideal worker norm in a white-collar organization. Gender & Society, 24(3), 281–303. doi: 10.1177/0891243210372073
   PubMed Web of Science ®Google Scholar
• Kirton, G., Greene, A. M., & Dean, D. (2007). British diversity professionals as change agents – Radicals, tempered radicals or liberal reformers? International Journal of Human Resource Management, 18(11), 1979–1994. doi: 10.1080/09585190701638226
   Web of Science ®Google Scholar
• Kirton, G., & Greene, A.-M. (2015). The dynamics of managing diversity: A critical approach. London: Routledge.
   Google Scholar
• Knight, J., & Pritchard, S. (1994). Women's development programmes: "No, we're not colour consultants!". In M. Tanton (Ed.), Women in management: A developing presence (pp. 42–62). London: Routledge.
   Google Scholar
• Konrad, A. M., Prasad, P., & Pringle, J. K. (2006). Handbook of workplace diversity. London: Sage Publications Ltd.
   Google Scholar
• Kop, N., & Van der Wal, R. (2006). Op naar de top! Delft: Eburon.
   Google Scholar
• Krook, M. L. (2016). Contesting gender quotas: Dynamics of resistance. Politics, Groups, and Identities, 4(2), 268–283. doi: 10.1080/21565503.2016.1151797
   Web of Science ®Google Scholar
• Lee-Gosselin, H., Briere, S., & Ann, H. (2010). Resistances to gender mainstreaming in organizations: Toward a new approach. Gender in Management: An International Journal, 28(8), 468–485. doi: 10.1108/GM-10-2012-0081
   Google Scholar
• Lieblich, A., Tuval-Mashiach, R., & Zilber, T. (1998). Narrative research: Reading, analysis and interpretation. Thousand Oaks, CA: Sage.
   Google Scholar
• Lombardo, E., & Mergaert, L. (2013). Gender mainstreaming and resistance to gender training: A framework for studying implementation. NORA-Nordic Journal of Feminist and Gender Research, 21(4), 296–311. doi: 10.1080/08038740.2013.851115
   Google Scholar
• Martin, P. Y. (2003). “Said and done” versus “saying and doing”: Gendering practices, practicing gender at work. Gender Society, 17(3), 342–366. doi: 10.1177/0891243203017003002
   Web of Science ®Google Scholar
• Martin, P. Y. (2006). Practising gender at work: Further thoughts on reflexivity. Gender, Work & Organization, 13(3), 254–276. doi: 10.1111/j.1468-0432.2006.00307.x
   Web of Science ®Google Scholar
• Meyerson, D. E., & Fletcher, J. (2000). A modest manifesto for shattering the glass ceiling. Harvard Business Review, 78(1), 126–136.
   Web of Science ®Google Scholar
• Meyerson, D. E., & Scully, M. A. (1995). Tempered radicalism and the politics of ambivalence and change. Organization Science, 6(5), 585–600. doi: 10.1287/orsc.6.5.585
   Web of Science ®Google Scholar
• Mumby, D. K. (2005). Theorizing resistance in organization studies a dialectical approach. Management Communication Quarterly, 19(1), 19–44. doi: 10.1177/0893318905276558
   Google Scholar
• Nentwich, J. (2006). Changing gender: The discursive construction of equal opportunities. Gender, Work & Organization, 13(6), 499–521. doi: 10.1111/j.1468-0432.2006.00320.x
   Web of Science ®Google Scholar
• Nkomo, S., & Hoobler, J. (2014). A historical perspective on diversity ideologies in the United States: Reflections on human resource management research and practice. Human Resource Management Review, 24, 245–257. doi: 10.1016/j.hrmr.2014.03.006
   Web of Science ®Google Scholar
• Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783–794. doi: 10.5465/amr.2000.3707722
   Web of Science ®Google Scholar
• Pina e Cunha, M., Clegg, S. R., Rego, A., & Story, J. (2013). From the physics of change to realpolitik: Improvisational relations of power and resistance. Journal of Change Management, 13(4), 460–476. doi: 10.1080/14697017.2013.851923
   Google Scholar
• Prasad, P., & Prasad, A. (2000). Stretching the iron cage: The constitution and implications of routine workplace resistance. Organization Science, 11(4), 387–403. doi: 10.1287/orsc.11.4.387.14597
   Web of Science ®Google Scholar
• Rao, A., Stuart, R., & Kelleher, D. (1999). Gender at work: Organizational change for equality. Hartford, CT: Kumarian Press.
   Google Scholar
• Thomas, R., & Davies, A. (2005). Theorizing the micro-politics of resistance: New public management and managerial identities in the UK public services. Organization Studies, 26(5), 683–706. doi: 10.1177/0170840605051821
   Web of Science ®Google Scholar
• Thomas, R., & Hardy, C. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3), 322–331. doi: 10.1016/j.scaman.2011.05.004
   Web of Science ®Google Scholar
• Thomas, K. M., & Plaut, V. C. (2008). The many faces of diversity resistance in the workplace. In K. M. Thomas (Ed.), Diversity resistance in organizations: Manifestations and solutions (pp. 1–22). Mahwah, NJ: Lawrence Erlbaum.
   Google Scholar
• Thomas, R., Sargent, L. D., & Hardy, C. (2011). Managing organizational change: Negotiating meaning and power-resistance relations. Organization Science, 22(1), 22–41. doi: 10.1287/orsc.1090.0520
   Web of Science ®Google Scholar
• Tienari, J., Holgersson, C., Merilainen, S., & Hook, P. (2009). Gender, management and market discourse: The case of gender quotas in the Swedish and Finnish media. Gender, Work & Organization, 16(4), 501–521. doi: 10.1111/j.1468-0432.2009.00453.x
   Web of Science ®Google Scholar
• Van den Brink, M. (2015). The politics of knowledge: The responses to feminist research from academic leaders. Equality, Diversity and Inclusion: An International Journal, 34(6), 483–495. doi: 10.1108/EDI-01-2015-0004
   Web of Science ®Google Scholar
• Van den Brink, M., & Stobbe, L. (2014). The support paradox: Overcoming dilemmas in gender equality programs. Scandinavian Journal of Management, 30(2), 163–174. doi: 10.1016/j.scaman.2013.07.001
   Web of Science ®Google Scholar
• Wahl, A., & Holgersson, C. (2003). Male managers’ reactions to gender diversity activities in organizations. In M. Davidson & S. Fielden (Eds.), Individual diversity and psychology in organizations (pp. 313–330). Chichester: Wiley.
   Google Scholar
• Walby, S. (2005). Gender mainstreaming: Productive tensions in theory and practice. Social Politics: International Studies in Gender, State & Society, 12(3), 321–343. doi: 10.1093/sp/jxi018
   Web of Science ®Google Scholar
• Wasserman, I. C., Gallegos, P. V., & Ferdman, B. M. (2008). Dancing with resistance: Leadership challenges in fostering a culture of inclusion. In K. M. Thomas (Ed.), Diversity resistance in organizations (pp. 175–200). Mahwah, NJ: Lawrence Erlbaum Associates.
   Google Scholar
• Williams, C. L., Muller, C., & Kilanski, K. (2012). Gendered organizations in the new economy. Gender & Society, 26(4), 549–573. doi: 10.1177/0891243212445466
   PubMed Web of Science ®Google Scholar
• Wilson, F. (1996). Research note: Organizational theory: Blind and deaf to gender. Organization Studies, 17(5), 825–842. doi: 10.1177/017084069601700506
   Web of Science ®Google Scholar