Waiting for outcomes: Anchoring a dual agenda for change to cultural assumptions

Women in Management Review

Volumn 14, Issue 5, 1999, Pages 194-203

  Kolb, Deborah M ^a   Merrill Sands, Deborah ^a  

^a SIMMONS COLLEGE   (United States)

Author keywords

Corporate culture; Effectiveness; Equity; Gender; Organizational change

Indexed keywords

EID: 84986038280     PISSN: 09649425     EISSN: None     Source Type: Journal    
DOI: 10.1108/09649429910281989     Document Type: Article

References (21)

1. Acker, J. (1990), “Hierarchies, jobs, bodies: a theory of gendered organizations”, Gender and Society, Vol. 4, pp. 139-58
2. Bailyn, L. (1993), Breaking the Mold: Women, Men and Time in the New Corporate World, Free Press, New York, NY
3. Bailyn, L., Fletcher, J. and Kolb, D. (1997), “Unexpected connections: considering employees’ personal lives can revitalize your business”, Sloan Management Review, Summer, pp. 11-19
4. Calas, M. and Smircich, L. (1992), “Rewriting gender in organization theory”, in Read, M. and Hughes, M. (Eds), Rethinking Organizations, Sage, London
5. Calas, M. and Smircich, L. (1996), “From the woman's point of view: feminist approaches to organization studies”, in Clegg, S., Hardy, C. and Nord, W. (Eds), Handbook of Organization Studies Sage, London
6. Ely, R. (1995), “The power of demography: women's social construction of gender identity at work”, Academy of Management JournalVol. 38, pp. 589-634
7. Ely, R. and Meyerson, D. (1997), Beyond Armchair Feminism II: The Challenges of Holding on to Gender in Organizational Interventions Symposium presented at the Academy of Management meetings, Boston, MA, August
8. Ely, R. and Meyerson, D. (forthcoming), “Holding gender: the challenges of keeping the gender rationale present in the course of an organizational intervention”, Organization
9. Fletcher, J. (1998), “Relational practice: a feminist reconstruction of work”, Journal of Management Inquiry Vol. 7, pp. 163-86
10. Fletcher, J. and Merrill-Sands, D. (1998), Looking Below the Surface: The Gendered Nature of Organizations Center for Gender and Organizations, Simmons College Graduate School of Management, Boston, MA
11. Kolb, D. and Putnam, L. (1997), “Through the looking glass: negotiation theory refracted through the lens of gender”, in Gleason, S. (Ed.), Workplace Dispute Resolution Michigan State University Press, East Lansing, MI
12. Kolb, D. and Merrill-Sands, D. (1995), “A marriage of convenience: gender and change in the workplace”, paper presented at the Academy of Management Annual Meetings, Vancouver, Canada, August
13. Kolb, D., Fletcher, J., Meyerson, D., Merrill-Sands, D. and Ely, R. (1998), Making Change: A Framework for Promoting Gender Equity in Organizations Center for Gender and Organizations, Simmons College Graduate School of Management, Boston, MA
14. Lax, D. and Sebenius, J. (1991), “Thinking coalitionally”, Negotiation Analysis University of Michigan Press, Ann Arbor, MI
15. Martin, J. (1990), “Deconstructing organizational taboos: the suppression of gender conflict in organizations”, Organization Science, Vol. 1, p. 339-59
16. Merrill-Sands, D. and Fletcher, J. (forthcoming), “Engendering organization change: gender and organization change in an international research center”, in Kelleher, D., Rao, A and Stuart, R. (Eds), Organizational Transformation and Gender Justice Kumarian Press, West Hartford, CT
17. Meyerson, D. (1998), “Feeling stressed and burned out: a feminist reading and re-vision of stress in medicine and organization science”, Organization Science Vol. 9, pp. 103-18
18. Meyerson, D. and Kolb, D (forthcoming), “Moving out of the ‘armchair’: developing a framework to bridge the gap between feminist theory and practice”, Organizations
19. Perlow, L. (1997), Finding Time: How Corporations, Individuals, and Families Can Benefit from New Work Practices ILR Press, Ithaca, New York, NY
20. Polkinghorne, D. (1988), Narrative, Knowing, and the Human Sciences SUNY Press, Albany, New York, NY
21. Rapoport, R., Bailyn, L., Kolb, D. and Fletcher, J. (1996), “Relinking life and work: toward a better future”, a report to the Ford Foundation based on a collaborative research project with three corporations, Ford Foundation, New York, NY