Organizational change and women managers’ careers: the restructuring of disadvantage?

Abstract

Challenges the assumption implicit in much of the literature on women managers that their failure to progress can be explained solely in terms of the individual behaviour of women and their employers. Examines the characteristics of organizations in which women make their careers which are potent factors impeding female advancement. Draws attention to the effects of radical organizational change, and explores some of the consequences of this change for women managers through the in‐depth analysis of a “typical” case. Explores the complex process by which restructuring and managerial policy and practice eventually combined to undermine the organization’s stated intent to expand significantly the number of women in management. Suggests that in‐depth analysis over time is required to understand the complex processes of change and its often unanticipated consequences for management careers.

Citation

Edwards, C., Woodall, J. and Welchman, R. (1996), "Organizational change and women managers’ careers: the restructuring of disadvantage?", Employee Relations, Vol. 18 No. 5, pp. 25-45. https://doi.org/10.1108/01425459610129371