Temporary organizations such as projects are known to differ in various respects from permanent ones and have been argued to be more gender-neutral. Inspired by gender research in permanent organizations, we show that (in)congruency between gender and project roles evokes similar mechanisms in both permanent and temporary systems. Using the example of cooperative behaviour, operationalized as project citizenship behaviour (PCB), we examine how temporary organizations reward such behaviour. We conducted a cross-sectional study, with 241 project managers and workers participating. The results of seven structural equation models reveal that though the enactment of PCB does not vary by gender, the relationship of PCB with its outcomes does: men and women were clearly rewarded differently depending on the gender congruency of their project roles.
Selected contributions:
Sieben, B., Braun, T., & Ferreira, A. (2016). Reproduction of ‘typical’ gender roles in temporary organizations—No surprise for whom? The case of cooperative behaviors and their acknowledgement. Scandinavian Journal of Management, 32(1), 52-62. https://doi.org/10.1016/j.scaman.2015.12.001
Letzte Änderung: 29. September 2022