Management and managing are characteristically \ngendered in many respects. Over the last 30 years \nthere has been a major international growth of \nstudies on gender relations in organizations in \ngeneral and in management in particular. This \napplies in both empirical research and more \ngeneral theoretical analyses. The area of gender, \norganizations and management is now recognized \nin at least some quarters outside of itself as a \nlegitimate, even an important, area. This is to be \nseen in the current market in publications, in the \nactivities of mainstream international publishers, \nin journals,1 in courses within degree programmes, \nand in research groups, networks, and conferences \nand conference streams. Nevertheless, the field of \nactivity is still somewhat precarious, in some ways \nvery precarious. The vast majority of mainstream \nwork on organizations and management has no \ngender analysis whatsoever or if it has it is very \nsimple and crude. In business schools and \nuniversity departments the position of genderexplicit \nwork is very far from established. Even \ncritical management studies, which may be concerned \nwith, for example, power, class, labour \nprocess, resistance, discourse, deconstruction, does \nnot necessarily take gender into account.
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