Table I. Degendered organizational...

Table I.

Degendered organizational resilience examples based on categories (power structures, action and language) from the degendered organizational resilience model

Degendering organizational resilience (units of analysis)	Traditional masculine Organization	Resilient organizational practices	DOR model: inclusive resilient organization
Organizational Roles/positions	Led by heroic leaders, homosocial networks and restricted power bases	Mission vs person centered Inclusive networks	Inclusive, diverse spaces for action, not bound by normative gendered roles and structures
Power STRUCTURE	Hierarchical top down structures. Patriarchal model	Shared power and leadership	Incorporates diverse perspectives Flexible adaptive systems and agile processes
Access to Resources	Resources distributed based on power and position	Bricolage -Utilization of multiple and diverse human and material resources	Distribution of resources based on mission and organizational needs for adaptability and innovation
ACTIONS/ practices	Align definitions of competence with gendered task requirements Conflates definition of competence with stereotypical practices of masculinity	Actions – focused on innovation, collaboration, networks and teams adaptation to external context and learning	Diversity in power and leadership that incorporates individual and collective practices of masculinity and femininity in degendered construction of organizational resilience
LANGUAGE	Hegemonically defined masculinity controls the resilience discourse e.g. stoicism, heroic tales of conquering	Stories of learning transformation and change embedded in the organization at all levels	Overt discussions and reflexive practices revealing covert norms and values that influence the meaning making of inclusive organizational resilience

Degendering organizational resilience (units of analysis)	Traditional masculine Organization	Resilient organizational practices	DOR model: inclusive resilient organization
Organizational Roles/positions	Led by heroic leaders, homosocial networks and restricted power bases	Mission vs person centeredInclusive networks	Inclusive, diverse spaces for action, not bound by normative gendered roles and structures
Power STRUCTURE	Hierarchical top down structures. Patriarchal model	Shared power and leadership	Incorporates diverse perspectivesFlexible adaptive systems and agile processes
Access to Resources	Resources distributed based on power and position	Bricolage -Utilization of multiple and diverse human and material resources	Distribution of resources based on mission and organizational needs for adaptability and innovation
ACTIONS/ practices	Align definitions of competence with gendered task requirementsConflates definition of competence with stereotypical practices of masculinity	Actions – focused on innovation, collaboration, networks and teams adaptation to external context and learning	Diversity in power and leadership that incorporates individual and collective practices of masculinity and femininity in degendered construction of organizational resilience
LANGUAGE	Hegemonically defined masculinity controls the resilience discourse e.g. stoicism, heroic tales of conquering	Stories of learning transformation and change embedded in the organization at all levels	Overt discussions and reflexive practices revealing covert norms and values that influence the meaning making of inclusive organizational resilience

Notes:

The table illustrates examples of how the DOR model can be used to degender the theoretical development of resilient organizations. Categories of the conceptual model are listed along the left column (i) Power structure comprised of space for practice and access to resources, (ii) action comprised of doing gender and doing resilience, and (iii) language comprising organizational discourse that reflects organizational norms and value. The first column provides examples of each of these categories in the context of traditional masculine organizations; the second column provides examples of resilient organizational practices; the final column provides examples of these categories in Inclusive resilient organizations

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