The gendered implications of corporate value change

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 28 June 2011

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Keywords

Citation

Hebson, G. (2011), "The gendered implications of corporate value change", Development and Learning in Organizations, Vol. 25 No. 4. https://doi.org/10.1108/dlo.2011.08125daa.006

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited


The gendered implications of corporate value change

Article Type: Abstracts From: Development and Learning in Organizations, Volume 25, Issue 4

Hebson G. and Cox A.Gender, Work and Organization, March 2011, Volume: 18 Issue: 2, Start page: 182, No. of pages: 20

Using case study evidence of a local authority and a building society this article explores the gendered implications of corporate value change programmes and how these are mediated by the types of equality agendas in place at the organizational level. The article explores the gendered impact of new corporate values by identifying how the organizations’ changing approach to selection and career development has unintended gendered consequences, affecting different groups in the organization depending on the specific department they are working in and their seniority. As the two organizations follow different equality agendas the data allow us to show the ways in which specific approaches to equality in organizations both shape and are shaped by corporate value change programmes. It is argued that corporate value change programmes have uneven gendered implications, depending on the specific context in which they are introduced and in particular, the ways in which managers and employees make sense of these by both rejecting and reinforcing existing equality agendas already in place.Article type: Case studyISSN: 0968-6673Reference: 40AG316

Keywords: Corporate value change, Equal opportunities, Managing diversity

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