The purpose of this paper is to reflect on the paper “Restructuring workplace cultures: the ultimate work‐family challenge?” is published in Women in Management Review, Vol. 16 No. 1, 2001, pp. 21‐9.
The impact of the paper is considered within a framework that takes account of national discursive and political contexts in the UK in 2001 and in the present and uses a gendered organisation lens.
The 2001 paper demonstrates that progress towards changes in culture and practice to support gender equity engenders new issues, which, in turn, also need to be addressed. Reassessing these issues at the end of the decade it is clear that there are some changes but also some continuities, rooted in deeply engrained gendered workplace (and family) assumptions.
Further culture change will be needed to overcome persistent barriers to effective work‐life policies. This will involve challenging gendered assumptions about ideal workers and ideal working patterns. More support from public policy that recognises men's work and family needs and responsibilities is also needed to overcome inequities among male and female dominated workplaces.
These reflections and the original paper highlight the non‐linear nature of change towards gender equity in the workplace. New solutions raise further problems to be addressed. Gender equity is a process not an end point so constant evaluation and innovation are needed.
Lewis, S. (2010), "Reflecting on impact, changes and continuities: Restructuring workplace cultures: the ultimate work‐family challenge?", Gender in Management, Vol. 25 No. 5, pp. 348-354. https://doi.org/10.1108/17542411011056840Download as .RIS
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