This edited book explores the role of higher education management during crises and analyses the responses and gendered consequences for women in particular. Contributions adopt multidimensional, multilevel and intersectional approaches to gender inequalities to better understand power relations as expressed through institutional and cultural change processes. The chapters explore the ways in which crises play out and the extent to which they undermine, ratify or reconfigure gender relations in higher education. Contributing authors from different geographical locations also reflect on how higher education management conceives of gender when responding to crisis, as well as the consequences of a binary approach and related essentialism. The book will be of interest to students and researchers in the fields of higher education, gender studies and organisation and management studies, and higher education leadership and policy makers.
Chapter 1: Setting the Scene: Gender and Higher Education Management in
Times of Crisis.
Chapter 2: Through Change and Through Strom, Better and
Stronger. Gendered Crisis Management Discourses in Swedish Academia.-
Chapter 3: The Slow Career Crisis for Women in Australian Regional
Universities: Place, Travel and Agency.
Chapter 4: Career Shock or Business
as Usual? Women Academics Experiences of a Global Health Crisis and Why it
Still Matters.
Chapter 5: Incorporating Gender into Institutional Crisis
Response: The Case of Advance in 2020-2021.
Chapter 6: Intersections of
Gender and Crisis: Feminist Critiques of Neoliberal Higher Education
Management.
Chapter 7: Precarity in Higher Education? Strategies to Avoid
Perceiving it as a Crisis.
Chapter 8: Racism and Sexism as a (non-)Crisis in
Higher Education.
Chapter 9: Ombuds on a Glass Cliff: Addressing
Gender-Based Violence in Czech Higher Education.
Chapter 10: Numbers or
Norms? What Predicts Gender-Based Violence in Higher Education?.
Chapter 11:
Perceptions of Turkish Academic Women on the Glass Ceiling in Times of
Crisis.
Chapter 12: University Campus Sustainability as a Response to
Climate Crisis Is there a Gender Dimension?.
Chapter 13: Differential
Receptivity of Universities to Gender Equality and SDGS.
Chapter 14:
Conclusion.
Sarah Barnard is Associate Dean Equity, Diversity and Inclusion and Senior Lecturer in Sociology of Contemporary Work, Loughborough Business School at Loughborough University, UK. She is Co-Director of the Women in Higher Education Management (WHEM) network.
Angela Wroblewski is a sociologist and a senior researcher at the Institute for Advanced Studies in Vienna, Austria. She is Co-Director of the Women in Higher Education Management (WHEM) network.
