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Fragmenting WorkBlurring Organizational Boundaries and Disordering Hierarchies$
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Mick Marchington, Damien Grimshaw, Jill Rubery, and Hugh Wilmott

Print publication date: 2004

Print ISBN-13: 9780199262236

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199262236.001.0001

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Gender and New Organizational Forms

Gender and New Organizational Forms

(p.217) 10 Gender and New Organizational Forms
Fragmenting Work

Gail Hebson

Irena Grugulis

Oxford University Press

This chapter explores changing organizational forms from a gendered perspective. The first section discusses whether fluid organizational boundaries challenge gender segregation by identifying the differential impacts new organizational forms have upon women and men's jobs, and whether there is any evidence of women and men entering non-traditional forms of work. The second section focuses on the ‘relational’ work that is required in new organizational forms and whether this is gendered work. The third section provides an analysis of gendered cultures and identities in the case study organizations, building upon Acker's (1990, 1992) account of the gendering of organizations which highlights the myriad of ways that gender divisions are created in organizations, including the creation of symbols, images, and forms of consciousness that explicate and justify gender divisions; interactions between individuals; and the internal mental work of individuals as they consciously construct their gendered understandings and identities within the structure of work and opportunities available.

Keywords:   organizational forms, gender segregation, gendered work, work structure, internal mental work

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