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“If A Woman Came In … She Would Have Been Eaten Up Alive” (2012)“If A Woman Came In … She Would Have Been…Case study research: design and methods (2011)Case study research: design a…Understanding Gender and Organizations (2009)Understanding Gender and Orga…The Oxford Handbook of Critical Management Studies (2009)The Oxford Handbook of Critic…A Case Study of Organizational Capacity in Nonprofit Community Sport (2009)A Case Study of Organizationa…Basics of Qualitative Research (3rd ed.): Techniques and Procedures for Developing Grounded Theory (2008)Basics of Qualitative Researc…Undoing Gender (2004)Undoing GenderThe paradox of postheroic leadership: An essay on gender, power, and transformational change (2004)The paradox of postheroic lea…Theories of Gender in Organizations: A New Approach to Organizational Analysis and Change11We are grateful to Lotte Bailyn and our colleagues affiliated with the Center for Gender in Organizations, Simmons Graduate School of Management – Gill Coleman, Joyce Fletcher, Deborah Kolb, Deborah Merrill-Sands, Rhona Rapoport, and Bridgette Sheridan – for their contributions to these ideas and for their foundational research, on which this paper builds. We also appreciate the feedback we received on an earlier draft from members of the FSC Research Group, Elaine Backman, Herminia Ibarra, Maureen Scully, and Kathleen Valley. We thank Joanne Martin and Barbara Reskin for their comments, which helped in our conceptual framing of the paper. Finally, we thank Bob Sutton and Barry Staw for their helpful suggestions. This research was funded in part by the Ford Foundation. 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(1978)Doing Gender (1987)The Wage Penalty for Motherhood (2001)Unpacking the Gender System (2004)Inequality Regimes (2006)MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development (1993)Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (1994)Knowledge Specialization, Organizational Coupling, and the Boundaries of the Firm: Why Do Firms Know More than They Make? 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  • 2000Theories of Gender in Organizations: A New Approach to Organizational Analysis and Change11We are grateful to Lotte Bailyn and our colleagues affiliated with the Center for Gender in Organizations, Simmons Graduate School of Management – Gill Coleman, Joyce Fletcher, Deborah Kolb, Deborah Merrill-Sands, Rhona Rapoport, and Bridgette Sheridan – for their contributions to these ideas and for their foundational research, on which this paper builds. We also appreciate the feedback we received on an earlier draft from members of the FSC Research Group, Elaine Backman, Herminia Ibarra, Maureen Scully, and Kathleen Valley. We thank Joanne Martin and Barbara Reskin for their comments, which helped in our conceptual framing of the paper. Finally, we thank Bob Sutton and Barry Staw for their helpful suggestions. This research was funded in part by the Ford Foundation.

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560 cited
  • 1993Foucault, Power/Knowledge, and Its Relevance for Human Resource Management330 cited
  • 2009The Oxford Handbook of Critical Management Studies318 cited
  • 2009A Case Study of Organizational Capacity in Nonprofit Community Sport280 cited
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