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Managing Maternity Leave: A Qualitative Analysis of Temporary Executive Succession
16 references·16 citing·34 second hopsampled
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(1988)The Constitution of Society.Gender and power (1987)Gender and powerOf strategies, deliberate and emergent (1985)Of strategies, deliberate and…Contested Terrain: The Transformation of the Workplace in the Twentieth Century (1980)Contested Terrain: The Transf…Central Problems in Social Theory: Action, Structure and Contradiction in Social Analysis. (1980)Central Problems in Social Th…Central Problems in Social Theory (1979)Central Problems in Social Th…The Discovery of Grounded Theory: Strategies for Qualitative Research. 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References

  • 1968The Discovery of Grounded Theory: Strategies for Qualitative Research.46,361 cited
  • 1993Organizational culture and leadership16,462 cited
  • 1988The Constitution of Society.8,828 cited
  • 2017Ethnographic Interview8,276 cited
  • 1979Central Problems in Social Theory7,983 cited
  • 1990HIERARCHIES, JOBS, BODIES:7,415 cited
  • 1968The Discovery of Grounded Theory: Strategies for Qualitative Research6,679 cited
  • 2012Collecting and Interpreting Qualitative Materials6,006 cited
  • 1994Qualitative Communication Research Methods5,404 cited
  • 1980Central Problems in Social Theory: Action, Structure and Contradiction in Social Analysis.4,926 cited
  • 1985Of strategies, deliberate and emergent4,634 cited
  • 1987Gender and power3,394 cited
  • 2017Ethnographic Interview2,790 cited
  • 1990Gender and leadership style: A meta-analysis.2,771 cited
  • 1993Tightening the Iron Cage: Concertive Control in Self-Managing Teams2,250 cited
  • 1980Contested Terrain: The Transformation of the Workplace in the Twentieth Century1,852 cited

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Cited by

  • 2013Maternal body work: How women managers and professionals negotiate pregnancy and new motherhood at work188 cited
  • 2005The Good Working Mother: Managerial Women’s Sensemaking and Feelings About Work–Family Issues137 cited
  • 2006Feminist-Bureaucratic Control and Other Adversarial Allies: Extending Organized Dissonance to the Practice of “New” FormsA previous version of this paper received a Top Paper award from the National Communication Association's Organizational Communication Division.87 cited
  • 2008Solutions out of context: Examining the transfer of business concepts to nonprofit organizations80 cited
  • 2008Ethnography in Organizational Settings59 cited
  • 2003The emergence of homogeneity and heterogeneity in knowledge structures during a planned organizational change58 cited
  • 2004Antenarrative and managerial practice53 cited
  • 2012Social Change Leadership as Relational Leadership48 cited
  • 2020The paths from insider to outsider: A review of employee exit transitions45 cited
  • 2019CEO Gender-Based Termination Concerns: Evidence From Initial Severance Agreements40 cited
  • 2006Organizational Communication Studies and Gendered Organization: A Response to Martin and Collinson39 cited
  • 2017Relational practices and reflexivity: Exploring the responses of women entrepreneurs to changing household dynamics33 cited
  • 2006Dueling Schemata33 cited
  • 2012Considering the temporary leader in temporary work arrangements: Sensemaking processes of internal interim leaders28 cited
  • 2024The Dismissal of New Female CEOs: A Role Congruity Perspective18 cited
  • 2016Spatially embedded inequality18 cited