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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

The demand for management training and development is currently shaped by a requirement for flexibility in delivery, minimising time spent away from the workplace, and an associated demand for content relevant to the workplace activity. Distance learning is an effective response, but it encounters problems in terms of the learner′s vulnerability, learning styles, structural dysfunctions, the development of higher‐order or “meta”‐competences, and the seductiveness of methods of introducing “reality” into events. An attempt to address these problems is made in combining distance learning, discovery learning, and a computer‐based simulation and some of the key issues and problems encountered are identified.

Between 1985 and 1988 we were involved in research and consultancy for the Working Men's Club and Institute Union in the United Kingdom. This organisation of voluntary clubs is unique in Europe and has been identified as potentially the largest single consumer group in the European Community. It is active in the political sphere at both Westminster (where it organises the largest All‐Party Parliamentary Committee with 181 sitting members of both houses) and at Strasbourg (a smaller group of active M.E.P.s) and it has set up mechanisms for negotiation for national accounting with the major brewers, although the organisation is itself the major shareholder in two smaller clubs' breweries. Nevertheless, the club union is in a worrying decline, and one of the contributory factors to this has been its commercially naive attitude to the brewery companies with whom its members do business. In addition, the organisation is a democratic affiliation, with what has been argued as being the most democratic but also the most cumbersome and frustrating structure of any British working class institution. In this paper we attempt to describe some of the tensions between democratic altruism and commercial necessity which bedevil the continuing existence of the organisation, and of its constituent clubs, in the context of current industry strategy. Part of this research was sponsored by the UK Economic and Social Research Council grant No. F09 0067, 1986; a further project by the Working Men's Club and Institute Union itself.

This paper seeks to utilize the concept of testicularity put forward by Flannigan‐Saint‐Aubin to explain a shift in the hegemonic masculinities in two organizations which were unusual in being successful in realizing their aims for improvement.

The methodological approach taken is broadly social constructionism. The two organizations featured in the paper are drawn from a more extensive study of 22 organizations studied in the UK and the Netherlands. The first phase of the research consisted of extended interview visits. The visits, lasting two or three days, consisted of a mix of formal interviews and observation of the sites and less formal discussion and observation, frequently during meal breaks.

The organizations instigated change processes, which created opportunities for women employees, sometimes at the expense of men. Previous work has discussed whether organization change can represent a feminizing of the workplace, but this did not fully encapsulate the present findings – the men remained in charge – and this led the authors to investigate further masculinities. Flannigan‐Saint‐Aubin's concept is rare in that it argues for positive aspects of masculinities in a growing literature which has a tendency to focus on the negative.

The paper argues that shifts in gender performance are a useful way of exploring organization change.

Examines the structure of command in organizations and the use of “fear” to bring people into line during periods of rapid change. Details problems experienced by organizations who, though good at coping with crises, do not know what to do to maintain momentum without engineering the next crisis. Goes on to consider the implications of structure to organizational relationships and uses the concept of the “sting” to illustrate this – whereby an individual acts on a command, but the sting is an objection to such an obeyed command or act of deference, which can impede later organizational relationships between individuals and groups. A short case study of Hong Kong Telecom is used to highlight reactions to change.

To provide a critical review of existing contributions to gender and change management and in doing so highlight how organizational change needs to be read more readily from a gendered perspective.

This paper argues that gender has received little attention regarding the change management side of managerial practice and reviews recent contributions to gender and change to demonstrate this. The paper then questions how men and women both cope with and drive change and whether the identified differences are more than superficial. The concept of gender is then read into management theory in order to understand how gender affects the way managers think and act, and the gendering of management is discussed. The paper concludes by outlining future research areas – change agents, entrepreneurs, female innovators, psychoanalytic treatments of change and gender experiences.

The paper finds that traditional and dominant conceptions of masculine and feminine values that rely on static conceptions of gender to argue that more attention to be paid to the dynamic and the genderful approaches.

The paper concludes by outlining future research areas – change agents, entrepreneurs, female innovators, psychoanalytic treatments of change and gender experiences.

Draws much needed attention to the neglect of gender in change theory and practice and suggests some ways forward.

Offers a unique introduction to an important but complex literature that needs to be integrated into change management practice.

The concept of culture in an organizational context is by no means an invention of the 1980's, but there can be little disputing that it has enjoyed a spectacular proliferation during this period. In what follows I will briefly outline the major theoretical positions which have arisen, the problems resulting from these approaches, and some new avenues in response to these problems which are being pursued at Lancaster.

Only 5 per cent of commercial airline pilots worldwide are women and women who enter the profession may experience negative attitudes and differential treatment on account of their gender. Although a growing body of research has focussed on the experiences of women pilots once they are hired, there is a need to examine women’s experiences during their initial (ab initio) training when their personal and professional identities are being developed and contested. Drawing on empirical fieldwork of the experiences of both women and men ab initio pilots undergoing training at two UK-based Flight Schools, this chapter reveals that women cadets not only perceive elements of their professional identities differently from men but that they actively adopt a range of strategies to negotiate potential conflicts between their developing personal and professional identities. The chapter makes a theoretical and empirical contribution to existing studies of gender-dominated professions and offers recommendations to Flight Training Schools and airlines who are seeking to encourage more women to enter the airline pilot profession.

This chapter addresses growing concerns that, despite being a radically intentioned community, Critical Management Studies (CMS) lacks an orientation to achieve pragmatic change. In response I argue that the failure to address the continuing marginalisation of the subaltern is key to CMS being negatively represented as an elitist self-preoccupied endeavour. This state of affairs is linked to a legacy of the ‘postmodern’ turn, which emerged in the 1980s and 1990s, as evidenced by the nature of contemporary debates continuing to reflect the stylistic fetishes of that time. I contend that the ghost of postmodernism is evident in the continuing predilection to produce signification discourses marked by symbolic absences, which politically confine such texts to the level of epistemology. The lack of integration of ontological concerns means that corporeal aspects of daily life are neglected, resulting in an abstracted ‘subjectless’ mode of representation. To address these limitations, a feminist activist version of post-structuralism (PSF) of the time is revisited, which through its distinctive attention to community concerns, enabled the linking of epistemological and ontological representations; thereby facilitating the creation of a framework for pragmatic change. As the chapter demonstrates, by drawing attention to the integral relationship between the modes of representation, power relations and subsequent social effects, poststructuralist feminists were able to achieve praxis outcomes. Accordingly, I argue this treasure house of ideas needs to be reclaimed and provides illustrations of the design principles proffered to support my contentions.