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The Gendered Implications of Corporate Value Change
Author(s) -
Hebson Gail,
Cox Annette
Publication year - 2011
Publication title -
gender, work and organization
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.159
H-Index - 73
eISSN - 1468-0432
pISSN - 0968-6673
DOI - 10.1111/j.1468-0432.2009.00509.x
Subject(s) - seniority , value (mathematics) , unintended consequences , context (archaeology) , public relations , political science , sociology , organizational change , organizational culture , law , paleontology , machine learning , computer science , biology
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.