Access the full text.
Sign up today, get DeepDyve free for 14 days.
H. Höpfl (1992)
THE MAKING OF THE CORPORATE ACOLYTE: SOME THOUGHTS ON CHARISMATIC LEADERSHIP AND THE REALITY OF ORGANIZATIONAL COMMITMENTJournal of Management Studies, 29
J. Amernic, N. Aranya (1983)
Organizational Commitment: Testing Two TheoriesRelations Industrielles-industrial Relations, 38
N. Oliver (1990)
Rewards, investments, alternatives and organizational commitment: Empirical evidence and theoretical developmentJournal of occupational psychology, 63
Philippe Daudi (1983)
II. The Discourse of Power or the Power of DiscourseAlternatives: Global, Local, Political, 9
R. Cooper, Stephen Fox (1990)
The ‘Texture’ Of OrganizingJournal of Management Studies, 27
Natalie Allen, John Meyer (1990)
The measurement and antecedents of affective, continuance and normative commitment to the organizationJournal of occupational psychology, 63
S. Linstead, Robert Grafton-Small (1992)
On Reading Organizational CultureOrganization Studies, 13
P. Leather (1983)
Desire: A Structural Model of MotivationHuman Relations, 36
M. Collinson, David Collinson (1989)
Sexuality in the workplace: the domination of men's sexuality
Peter Mchugh (1968)
Defining the situation
K. Ferris, N. Aranya (1983)
A Comparison of Two Organizational Commitment Scales.Personnel Psychology, 36
J. Barling, B. Wade, C. Fullagar (1990)
Predicting employee commitment to company and union: Divergent modelsJournal of occupational psychology, 63
J. Marshall (1989)
Re-visioning career concepts: a feminist invitation
Neha Panchal, Suresh Sharma, Rakesh Sharma, Ritu Rani (2022)
Job satisfaction and organizational commitment among nurses working on temporary versus permanent jobs at a tertiary care teaching hospital, Uttarakhand, IndiaJournal of Integrative Nursing, 4
S. Linstead, Robert Grafton-Small (1990)
Theory as Artefact: Artefact as Theory
S. Clegg (1981)
Organization and Control.Administrative Science Quarterly, 26
Joanne Martin (1990)
Deconstructing Organizational Taboos: The Suppression of Gender Conflict in OrganizationsOrganization Science, 1
Examines gender differences in relation to organizationalcommitment. It considers the ways in which corporate culture attempts toseduce employees into commitment via the construction of appearances andvalues. The satisfactions which men derive from work appear to make themmore susceptible to the construction of particular frames oforganizational behaviour and, in this sense, commitment can be viewed asa consensual interpretation of appropriate organizational action. Women,however, have more ambiguous and conflictual encultured imagery which isnot easily reconciled with male reality definitions. Hence, womenintroduce ambivalence into the workplace. This inevitably constitutes athreat to male consensus and framing of appropriate action. Womensaction lacks propriety within male frames because women embodyambivalence. Therefore, by virtue of their mere presence, women threatenthe deconstruction of commitment.
Women in Management Review – Emerald Publishing
Published: Jan 1, 1992
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.