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Journal of Women and Minorities in Science and Engineering
SJR: 0.504 SNIP: 0.671 CiteScore™: 1.65

ISSN Imprimir: 1072-8325
ISSN On-line: 1940-431X

Journal of Women and Minorities in Science and Engineering

DOI: 10.1615/JWomenMinorScienEng.2017017021
pages 147-167

INSTITUTIONAL TRANSFORMATION: TOWARD A DIVERSITY-POSITIVE CAMPUS CULTURE

Cali L. Anicha
FORWARD Research Associate, North Dakota State University, Fargo, ND 58108
Canan Bilen-Green
Vice Provost for Faculty, North Dakota State University, Fargo, ND 58108
Ann Burnett
Director of Women and Gender Studies Program, North Dakota State University, Fargo, ND 58108
Karen Froelich
Department of Management and Marketing, North Dakota State University, Fargo, ND 58108
Sandra Holbrook
FORWARD Consultant, North Dakota State University, Fargo, ND 58108

RESUMO

This study describes ongoing efforts of one Midwestern United States land-grant research university to address the root causes of gendered inequities in the institution, inequities that garnered national notoriety for poor performance on gender-equity indicators in a 2006 American Association of University Professors report (West and Curtis, 2006; Wilson, 2007). Although the ambitious goals laid out in a 2008 National Science Foundation ADVANCE Institutional Transformation award are not yet fully met, the work accomplished to date has altered institutional infrastructure in ways that promise continued efforts to create a welcoming campus for all members of the university community. Weaving theory and extant empirical findings together with interventions and outcomes at our institution, this study offers a narrative that details the complex systems and intersectional reasoning that informs our ongoing work and describes our efforts to disrupt the mechanisms by which a gendered institution constrains women while enabling men. These analyses suggest that approaches developed by other ADVANCE initiatives to support women faculty in science, technology, engineering, and math (STEM) fields, coupled with several novel aspects of our initiative−a Women Faculty with Disability Task Force, a senior men faculty gender-equity Advocates/Allies program, and inclusion of Non-STEM women faculty−have shown synergistic effects. This study provides a fresh interpretation of research on organizational change and generates an Organizational Transformation Matrix intended to assist others in creating and adapting interventions appropriate for their particular settings.


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