ABSTRACT
The International Commission for the Protection of the Rhine (ICPR) as a River Basin Organisation stands out with a majority of women in leading positions. However, gender has not been addressed in the many studies done on water governance and water cooperation in the Rhine basin. Organisational structures are not gender neutral, although they are often presented as such. Gendered organisations create barriers and opportunities for those who participate. The aim of this descriptive single-case study is to therefore identify how transboundary water governance in the Strategy Group of the ICPR is socially constructed with a specific focus on gender. This chapter applies the four substructures of Acker’s (1992; 2012) theory of organisations to interviews and literature review. Using these substructures, namely how they produce and perpetuate gendered assumptions, behaviours, and power relations, the chapter aims to gain a better understanding of the influence of often invisible gendered processes on the people working in the Strategy Group of the ICPR.
