Transformative Illegality: How Condoms ‘Became Legal’ in Ireland, 1991–1993

This paper examines Irish campaigns for condom access in the early 1990s. Against the backdrop of the AIDS crisis, activists campaigned against a law which would not allow condoms to be sold from ordinary commercial spaces or vending machines, and restricted sale to young people. Advancing a conception of ‘transformative illegality’, we show that illegal action was fundamental to the eventual legalisation of commercial condom sale. However, rather than foregrounding illegal condom sale as a mode of spectacular direct action, we show that tactics of illegal sale in the 1990s built on 20 years of everyday illegal sale within the Irish family planning movement. Everyday illegal sale was a long-term world-making practice, which gradually transformed condoms’ legal meanings, eventually enabling new forms of provocative and irreverent protest. Condoms ‘became legal’ when the state recognised modes of condom sale, gradually built up over many years and publicised in direct action and in the courts.     

Enacting motherhood: time and social change in Chile

Motherhood is changing. An increasing number of women are deciding to remain childless, having fewer children, postponing their transition to motherhood, and simultaneously pursuing careers. These changes are deeply embedded in a reconfiguration of the times of motherhood. Although the intersection of motherhood and time has been widely acknowledged by gender and feminist studies, less attention has been paid to how in the making of motherhood women reproduce, negotiate and subvert time mandates and norms. This article aims to underscore the importance of time and how it relates to the enactment of motherhood in contemporary societies by analysing the planning, timing, sequencing, and simultaneity of the transition to motherhood in Chile. Through the analysis of 15 life story interviews with urban women from Santiago de Chile, this article addresses the intersection between social change, motherhood and time by showing how in the making of the transitions to motherhood women reproduce, negotiate and subvert traditional and emergent cultural mandates and social norms on the times of motherhood.     

Doing gender in Spanish same-sex couples. The distribution of housework and childcare

Housework and childcare have been considered mechanisms for ‘doing gender’ through the allocation of different functions to women and to men. Women continue to devote more time and effort to this type of work, in spite of their progressive incorporation into the labour market. Same-sex couples escape this gender binarism, and so this study set out to learn the distribution criteria work, as well as the influence of gender socialization when it comes to establishing this distribution. A qualitative investigation was carried out with 21 Spanish same-sex families. The results indicate that the majority of couples position themselves in an egalitarian discourse based on the absence of differentiated gender roles and a low level of specialization. No differences were found between male and female couples. Nevertheless, the female couples show higher levels of discontent when the distribution was not egalitarian. In conclusion, it is proposed that the effects of gender socialization are perpetuated beyond heterosexual relationships and also affect same-sex couples.     

The Role of Motivation and Leadership in Public Employees’ Job Preferences: Evidence from Two Discrete Choice Experiments

Two discreet choice experiments investigated how three styles of leadership (i.e., transformational, transactional, and ethical) and three job features aimed at activating different motivational forces (i.e., public service motivation, external regulation, and intrinsic motivation) simultaneously and independently affected the job preferences of a sample of public employees. Subjects displayed a strong preference for jobs that benefit more citizens, that are more interesting, and that require working under ethical leaders rather than unethical ones. Whereas the prospect of a 5% salary increase strengthened participants’ preferences for a given position, offering a 1% salary raise did not significantly change subjects’ job choices. Furthermore, participants did not appear to have any preference for working under a transformational leader rather than a transactional leader.