Jeff Hearn and David L. Collinson INTRODUCTION Men’s relation to equality, diversity and inclusion at work is often strangely unspoken and in many ways problematic (also see Chapter 30 in this volume, ‘Men, gender equality and gender equality policy’). There may be strong debates promoted by (some) men on questions of race, ethnicity and equality supposedly ‘in general’, but the explicit positioning and relation of men to diversity and diversity management are usually implicit and unspoken (Hearn and Collinson, 2005). MEN, POWER AND DIVERSITY IN WORKPLACES Organizations are an important site for the reproduction of men’s power, culture and status. Workplace processes such as control, decision making, selection, remuneration, promotion and culture change frequently reflect and reinforce masculine material discursive practices. As entrepreneurs, innovators, owners, chief executives, board members, managers, supervisors, team leaders, administrators, trade unionists, manual workers and unemployed workers, men have been prominent in the formation, development and change of organizations. Men and masculinities are often formed and constructed in organizational processes such as competition, collaboration, innovation, conformity and resistance. Hence diverse men and various masculinities frequently inhabit and are located within diverse organizations. Yet, even critical studies of men and masculinity have, rather strangely, underestimated the significance of organizations as sites of men’s power and masculinities. It may be that in the effort to see men and masculinities ‘differently’, the more obvious associations of men and (paid) work have been played down. A growing number of studies have made explicit the gendering of men and masculinities in...
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