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Case management Our systematic review suggests that there are no research-based evidence on formal mech. anisms or case management structures dealing with experiences of sexual harassment in higher education, i.e. secondary prevention, which gives full reparation to victims. On the contrary, there is research evidence on the lack of efficient and relevant) case manage- ment procedures. Several early studies focus on employers responsibility for establishing effective systems that allow individual employees to report sexual harassment, rather than seeking justification for case management systems strengthening the rights of individuals, or their demands and need for support or redress (Kors 1991; Meek and Lynch 1983; Robertson, Dyer, and Campbell 1988). Later on researchers argue for both the need to refine and improve existing systems for case management and the implementation of policy on this and contain more research- based criticism of the whole idea that one could solve the problems of prevalence per se through a bureaucratization of victimization, largely through strengthening the victim's ability to make a complaint (Lee and Greenlaw 2000; Williams, Fitzgerald, and Drasgow 1999). In recent years some studies have developed models that are easily under- stood and applied and apparently functions well, and which take case management models a step further by having the stated aim of restorative justice in the form of redress for victims of sexual harassment (see for example Koss, Wilgus, and Williamsen 2014). There are some studies pointing to that only a small proportion of all sexual harassment is reported formally, as is also the case for other types of sexual violence. Normally, formal 408 F. BONDESTAM AND M. LUNDQVIST reports are not made, either through the internal processes of the workplace or via external structures. It is estimated that only between 5 and 30 per cent of all cases of sexual harass- ment are reported formally, and fewer than 1 per cent of those who do make a report take part in any legal process (McDonald 2012). So, in conclusion, an overall paradox between an ongoing and systematic underreporting of actual experiences of sexual harassment on the one hand, and the continuous updating of systems to manage complaints on the other, seemingly remains intact