Examining models of departmental engagement for greater equity. A case study of two applications of the dual agenda approach

• Published date: 11 March 2019
• Date: 11 March 2019
• Pages: 211-225
• DOI: https://doi.org/10.1108/EDI-09-2017-0182
• Author: Sharon Bird,Melissa Latimer
• Subject Matter: Hr & organizational behaviour

Examining models of

departmental engagement for

greater equity

A case study of two applications of the dual

agenda approach

Sharon Bird

Department of Sociology, Oklahoma State University,

Stillwater, Oklahoma, USA, and

Melissa Latimer

West Virginia University, Morgantown, West Virginia, USA

Abstract

Purpose –The purpose of this paper is to examine two types of departmental interventions focused on

creating healthier and more equitable academic departments as well as enhancing faculty members’capacity

for collective dialogue, goals and work. Both interventions were informed by the “dual-agenda”approach and

focused on targeted academic units over a prolonged period.

Design/methodology/approach –This paper uses a variety of qualitative and quantitative data (including

National Science Foundation (NSF) ADVANCE indicator data) to assess the potential of dual-agenda

informed interventions in reducing gendered structures and gendered dynamics.

Findings –The authors outline essential components of a dual-agenda model for maximizing success in

creating more gender equitable work organizations and discuss why the authors are more optimistic about

the dual-agenda approaches than many past researchers have been in terms of the potential of the

dual-agenda model for promoting more equal opportunities in work organizations.

Originality/value –Most previous dual-agenda projects referenced in the literature have been carried out in

non-academic contexts. The projects examined here, however, were administered in the context of multiple

academic departments at two medium-sized, public US universities. Although other NSF ADVANCE

institutional transformation institutions have included extensive department-focused transformation efforts

(e.g. Brown University, Purdue University and Syracuse University), the long-term benefits of these efforts

are not yet fully understood; nor have systematic comparisons been made across institutions.

Keywords Organizational culture, Sex and gender issues, Higher education

Paper type Research paper

Introduction

Institutions of higher education have commonly served as a context for implementing equal

employment opportunity strategies in the USA. With a professed commitment to equal

opportunity, preparing future leaders, and facilitating social innovation, colleges and

universitiesprovide a more solid foundationfor change efforts than commonlyexists in other

types of organizations (Sturm, 2006, 2009). Oneof the key shifts in opportunity-enhancement

strategies in recent decades has beena move away from person-centered approaches to more

organization-centered modelsfor change (Bird, 2011; Laursen and Austin,2014; Bilimoria and

Liang, 2012; Morimoto et al., 2013; Roos and Gatta, 2009). Organization-centered change

initiativestarget the mechanisms builtinto organizations –organizational structures,cultures

and practices –that enhance opportunities for some while creating barriers to success for

Equality, Diversity and Inclusion:

An International Journal

Vol. 38 No. 2, 2019

pp. 211-225

© Emerald PublishingLimited

2040-7149

DOI 10.1108/EDI-09-2017-0182

Received 13 September 2017

Revised 13 February 2018

21 June 2018

Accepted 2 August 2018

The current issue and full text archive of this journal is available on Emerald Insight at:

www.emeraldinsight.com/2040-7149.htm

This paper was supported in part by research supported by the National Science Foundation under

Grant Nos HRD-0600399 and HRD-1007978. Any opinions, findings, conclusions or recommendations

expressed in this paper are those of the authors and do not necessarily reflect the views of the National

Science Foundation. Authors are listed alphabetically but contributions are equal.

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Examining

models of

departmental

engagement