Unmasking the politics of policy‐driven change (or not) for gender diversity
本文通过新西兰女性董事政策的案例，分析政治因素如何影响政策效果，揭示权力集团如何利用商业理由维持现状，对关注性别平等和公共政策的学者有参考价值。
Abstract This article places a critical lens over one part of an empirical study to explore the political reasons for why (or why not) women on boards policies are effective (or not) in Aotearoa New Zealand. Political intersectionality is used as a heuristic tool to link the political agendas of macro level public policies to meso‐level organizational processes and how these (re)shape the micro‐level everyday politics of structural privilege and disadvantage. Interview data from 10 influential male directors show how the political agendas of powerful interest groups can shape the dialog and further embed the status quo by promoting a business case for gender diversity based on the inherent assumption that it incentivizes businesses to function as meritocracies. We argue that power and conflicting political interests must be addressed if diversity‐related interventions are to achieve the desired gender equity and social justice outcomes in a board membership.