Gender in change: gendering change

Emerald Group Publishing Limited
Publication Type:
Journal Article
The Journal of Organizational Change Management, 2005, 18 (6), pp. 542 - 560
Issue Date:
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Purpose To provide a critical review of existing contributions to gender and change management and in doing so highlight how organizational change needs to be read more readily from a gendered perspective. Design/methodology/approach This paper argues that gender has received little attention regarding the change management side of managerial practice and reviews recent contributions to gender and change to demonstrate this. The paper then questions how men and women both cope with and drive change and whether the identified differences are more than superficial. The concept of gender is then read into management theory in order to understand how gender affects the way managers think and act, and the gendering of management is discussed. The paper concludes by outlining future research areas change agents, entrepreneurs, female innovators, psychoanalytic treatments of change and gender experiences. Findings The paper finds that traditional and dominant conceptions of masculine and feminine values that rely on static conceptions of gender to argue that more attention to be paid to the dynamic and the genderful approaches.
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