Getting In, Getting On, Getting Out
Research Handbooks in Business and Management series
Edited by Adelina M. Broadbridge and Sandra L. Fielden
Chapter 25: Playing, quitting or changing the game? A discussion of women managers’ responses to organizational conditions
I thought how unpleasant it is to be locked out; and I thought how it is worse perhaps to be locked in. (Virginia Woolf, A Room of One’s Own, 1929, p. 29) Organizations were originally constructed and developed according to expectations that men were the breadwinners, and careers were arranged on the presumption that only men would make a career (Witz and Savage, 1992). Career structures were reserved for men who could spend most of their time in the organization as they were often supported by a partner who took care of everything else, including perhaps a part-time job. The work practices and norms reflected men’s life situation (Meyerson and Kolb, 2000) and the competences required in the career positions were often those that were ascribed to men (Billing and Alvesson, 1994; Collinson and Hearn, 1996; Benschop and Doorewaard, 1998).
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