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Gender, Sexuality and Power in Chinese Companies‘The Weaker Sex’

Gender, Sexuality and Power in Chinese Companies: ‘The Weaker Sex’ [This chapter considers the way in which essentialized gender categories underlie the division of labour, discourses and practices in the foreign trade company. Because gender is understood in a biological nature that ‘is itself a naturalized social construct’ (Bourdieu, P., Masculine domination. Stanford: Stanford University Press, 2001), masculine domination has become legitimized in the workplace. The consequences are both symbolic and material: despite having equal qualifications, women tend to hold subsidiary positions and thus have limited access to company profits (i.e. bonus and share awards). Yet the collision between ideas ‘received’ from company management and gender stereotypes, and ideas ‘created’ through lived experiences as the only child, became central to the continual interplay between women’s consent and resistance to their experience as wage workers and as women.] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png

Gender, Sexuality and Power in Chinese Companies‘The Weaker Sex’

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References (2)

Publisher
Palgrave Macmillan UK
Copyright
© The Editor(s) (if applicable) and The Author(s) 2017. The author(s) has/have asserted their right(s) to be identified as the author(s) of this work in accordance with the Copyright, Design and Patents Act 1988.
ISBN
978-1-137-50574-3
Pages
55 –71
DOI
10.1057/978-1-137-50575-0_4
Publisher site
See Chapter on Publisher Site

Abstract

[This chapter considers the way in which essentialized gender categories underlie the division of labour, discourses and practices in the foreign trade company. Because gender is understood in a biological nature that ‘is itself a naturalized social construct’ (Bourdieu, P., Masculine domination. Stanford: Stanford University Press, 2001), masculine domination has become legitimized in the workplace. The consequences are both symbolic and material: despite having equal qualifications, women tend to hold subsidiary positions and thus have limited access to company profits (i.e. bonus and share awards). Yet the collision between ideas ‘received’ from company management and gender stereotypes, and ideas ‘created’ through lived experiences as the only child, became central to the continual interplay between women’s consent and resistance to their experience as wage workers and as women.]

Published: Nov 9, 2016

Keywords: Class Membership; Sales Manager; Gender Division; Symbolic Power; Gender Expectation

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