Table 3.

Principles, special measures and enabling conditions to promote substantive gender equality and dismantle gendered disadvantage in organizations

Substantive equality principles [66]	Special measures [66]	Enabling conditions [66]
Affirmative mobilization: Supporting, actively involving, building capacity to understand new measures and initiatives, raise awareness to claim rights and opportunities. [66]	Generate data for analysis, monitoring and evaluation. Name gender stereotypes [69, 73], competency bias, [19, 65] prejudices against female agentic leaders [4] [5]; strategies to eradicate stereotypes [73], explain how they harm human/ employment rights; analyze intersectional stereotypes Employee rights education that challenges stereotyping [66] Anti-discrimination advocacy to increase internal legal accountability for women's employment rights [99][57]	Strategies to deconstruct gender inequality regimes: Ways of organizing work other than hierarchy [87]; transformative/ feminist leadership models [88] Gender analysis of organizational systems, norms and gender regimes [20], structures of gender privilege/advantage [68], gendered reward and penalty systems (e.g., ideal worker, the wage penalty for motherhood [42], the “daddy bonus” [43]); and disincentives (e.g., flexibility stigma [83, 84]) Critical reflection and communications to identify and name stereotypes [73]
Affirmative fairness: Governance mechanisms and complaints procedures to address allegations of discrimination, and create disincentives against future discrimination [66]	Establish equal opportunity or gender equality mechanism [99] Promote diversity and nondiscrimination while preventing gender neutral policies that can negatively impact women [66, 75] Translate international human rights treaties and national laws into substantive gender equality and family- friendly HR policies [66, 99] Periodic wage evaluation to assure comparable worth [82] despite gender segregation [86] Zero tolerance policies for sexual harassment and education; enforcement to end impunity; employer liability Open-recruitment tools (e.g., public posting, employment agencies, hiring councils) to mitigate informal “old boy” social networks; job advertisements that target diverse applicants [102] Bureaucratic accountability in recruitment, hiring, and promotion [102] performance evaluation [4]	Dismantle the ideal worker norm [58]: Promote family-friendly workplaces and men's equal sharing of family responsibilities: modified time demands on workers; increased work flexibility; retrofitted workspaces for small children; incentivized maternity and paternity leave policies [26] Egalitarian systems through paid family leave policy provisions, working time regulations, and early childhood education and care [82]; clock stoppage on tenure track, automatic leave [24] Collective work redesign to dismantle the ideal worker norm [81]; avoid flexibility stigma and legitimize parenting/ caregiving responsibilities [27, 28, 50] Group relational strategies (e.g., mentoring programs to increase access to networks and role models [67] to supplement work redesign) Internal and external coalitions, collaboration and synergies with and external pressure from autonomous feminist movements [95], strategies to address political opposition and decrease segregation [94]; resistance strategies [96]
Positive temporary measures: Programs that actively seek out skilled women and minorities and place them in valued jobs, educational programs, and positions of authority in greater numbers than would otherwise occur [102]	Affirmative action [66] and priority recruitment, hiring and promotion objectives; setting targets and quotas [2] Assure critical mass of women in executive positions and work teams equal resource policies for male and female managers [102, 39, 4, 31] Dual hire programs [24]; appointment of women to high visibility and leadership tasks	Same as above.