dc.contributor.author | Hawkins, Beverley | en_GB |
dc.date.accessioned | 2012-02-22T16:20:03Z | en_GB |
dc.date.accessioned | 2013-03-20T11:16:59Z | |
dc.date.issued | 2008-06-01 | en_GB |
dc.description.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. | en_GB |
dc.identifier.citation | Vol. 42(3): 4418 – 435 | en_GB |
dc.identifier.doi | 10.1177/0038038508088834 | en_GB |
dc.identifier.uri | http://hdl.handle.net/10036/3427 | en_GB |
dc.language.iso | en | en_GB |
dc.publisher | Sage | en_GB |
dc.subject | control | en_GB |
dc.subject | corporate culture | en_GB |
dc.subject | gender | en_GB |
dc.subject | resistance | en_GB |
dc.subject | sales work | en_GB |
dc.subject | masculinity | en_GB |
dc.title | Double agents: gendered organizational culture, control and resistance | en_GB |
dc.type | Article | en_GB |
dc.date.available | 2012-02-22T16:20:03Z | en_GB |
dc.date.available | 2013-03-20T11:16:59Z | |
dc.contributor.editor | Crow, PG | en_GB |
dc.identifier.issn | 0038-0385 | en_GB |
exeter.place-of-publication | UK | en_GB |
dc.description | Author's pre-publication draft. Final version of the article published in Sociology; available online on http://online.sagepub.com/ | en_GB |
dc.identifier.journal | Sociology | en_GB |