2013-08-02Zeitschriftenartikel DOI: 10.18452/21779
Kultur-, Sozial- und Bildungswissenschaftliche Fakultät
As a strategy to promote gender equality, gender mainstreaming has received considerable attention worldwide. The language of gender mainstreaming has been quickly adopted (True and Mintrom 2001), which is why, in the beginning, many hopes were pinned on this strategy. Scholars have shown that gender mainstreaming has triggered organizational and procedural changes within state bureaucracies, non-governmental organizations, and international organizations. Gender equality units have been established, new policy tools have been introduced, and new procedures have been created. But feminist scholars also have shown that, all these changes notwithstanding, gender mainstreaming has not proven to be successful in achieving gender equality (cf. True and Parisi 2013). More than 15 years after the adoption of the Beijing Platform for Action, there are serious problems in translating the commitment into action. This is, as many scholars argue, not only a result of institutional and political resistance to substantially changing gender relations, but also a matter of conceptual clarity (Daly 2005; Lombardo and Meier 2006; Meier and Celis 2011; Subrahmanian 2004).
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