Gender concerns have been almost totally ignored within organizational analysis. This chapter attempts to redress that ignorance. It has four related tasks: (1) to illustrate examples of gender-blind approaches to the study of organizations; (2) by way of a selective review of the organizations and culture debate, to argue for the utility of an organizational culture focus for an understanding of gender; (3) to root an organizational culture focus, along with gender concerns, within a feminist materialist method of analysis; (4) to explore, by way of a strategic application of Clegg’s (1981) “rule” focus, the potential of a feminist materialist analysis for understanding the relationship between gender and organizational culture.
I would like to thank a number of people whose comments helped in the redrafting of this chapter. Thanks are due to Jeff Hearn and an anonymous reviewer for their insights into an earlier draft and to my colleagues at Athabasca University—Peter Chiaramonte, Gloria Chalmers, Rebecca Coulter, Richard Marsden, and Stephen Murgatroyd, and to Julie Mills.
Mills, A.J. (2017), "Organization, Gender, and Culture", Mills, A.J. (Ed.) Insights and Research on the Study of Gender and Intersectionality in International Airline Cultures, Emerald Publishing Limited, Bingley, pp. 15-33. https://doi.org/10.1108/978-1-78714-545-020171002
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