Double agents: gendered organizational culture, control and resistance

Abstract

This article presents ethnographic data showing how recruitment consultants negotiate managerial attempts to control workforce culture. I suggest the values which senior managers encourage consultants to embody prioritize so-called`masculine' attributes over `feminine' ones. I attempt to demonstrate the limits of cultural control by outlining three ways in which the consultants engage with this imposed culture: defiance, parody and ritual. These activities contain gendered assumptions similar to those embedded in corporate culture. I discuss the potential such practices have for resisting corporate culture and the gender within it, suggesting that one source of ambiguity within workplace `control' and `resistance' practices is that they employ overlapping cultural resources and assumptions.