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Posted Fri, 30 Oct 2009 23:21:14
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Dear Colleagues,
Call for Papers
Gender, Management and Changing Public Sectors, Rome 2010
Please find details below of a Call for Papers for the forthcoming European
Academy of Management (EURAM) Conference, which will be held in Rome, 19th -
22nd May 2010.
The Track is entitled 'Gender, Management and Changing Public Sectors' and is
Track 2 at the conference. Details of the Track can be found by clicking on
the link,
http://www.euram2010.org/userfiles/file/Track%202.pdf
For those of you who experience difficulty in accessing the 'Call', we have
pasted it at the foot of this invitation. **
The deadline for submission is 7th December 2009 - please visit the main
conference website just below and click on 'Tracks & Papers', followed by
'Online Submission', for details,
http://www.euram2010.org/r/default.asp?iId=EGLIFL
We really hope you will find the 'Call' an interesting one and look forward
to welcoming you to the Track in Rome next May...
Elisabeth Berg (Luleå, Sweden), Jim Barry (UEL) and John Chandler (UEL)
p.s. with apologies for cross-posting.
**
EURAM 2010 Track 2
Gender, Management and Changing Public Sectors
Professor Elisabeth Berg,
Luleå University of Technology,
Division of Gender and Technology,
971 87 Luleå, Sweden
E-Mail: [log in to unmask]
Telephone: 0046920491663
Research field: Gender, public sector and organisation studies
Professor Jim Barry,
University of East London,
4-6 University way, London, E16 2RD, UK
E-Mail: [log in to unmask]
Telephone: 00442082232207
Research field: Gender, Organisation Studies and the Public Sector
Dr John Chandler,
University of East London,
4-6 University Way, London, E16 2RD, UK
E-Mail: [log in to unmask]
Telephone: 00442082232211
Research field: Gender, Organisation Studies and the Public Sector
Call for Papers
Public sector organisations in many parts of the world are likely to face
increasing challenges from the fall-out of the recent global fiscal crises
that can only add to the difficulties they have already been experiencing
since the mid 80s' from the arrival of the new managerial reforms. These
reforms have been implemented in many OECD countries (Pollitt and Bouckaert
2004, Hood 1995) although variable take up has seen differential impact,
with the United kingdom, the Netherlands, Denmark and Sweden counted as
forerunners and countries such as Germany, Japan and Switzerland much less
inclined to become involved (Hood 1995). From a gender perspective, public
sectors in Europe have a gendered hierarchy where women are in low and
mid-level positions and men are in the majority in senior posts (Glover and
Kirton 2006, Dent 2003, Berg 2003), with Acker (2006) referring to the
existence of 'inequality regimes' as in evidence implicating gender, race and
class. With fewer women in higher positions, gender inequality in
organizations has become almost predictable, while at the same time an
increasing individualism brings a shift of attention away from structured
gender inequality towards diversity. The legislation on equal opportunities
is also focused on individuals (Glover and Kirton 2006) with equal
opportunities developing into an equal opportunity or right to be unequal,
with the consequence that it becomes a debilitated and weak procedural
instrument for combating gender inequalities. Neo-liberal shifts in many
European countries (Harvey 2005, Hirst 1998) have also exacerbated the
challenges for gender issues in the public sector, putting pressure on the
work life balance (Glover and Kirton 2006). In attempting to implement
changes, the new public sector managerialism has been acting as its
organisational glue. However, despite emanating from above (Barry et al
2006), change has been neither predictable nor linear and impossible to view
as occurring at fixed moments in time progressing towards a prefigured future
((Tsoukas and Chia 2002). Change attempts have instead taken place through
time, their processes having been subjected to difficulties, obstacles,
blockages and refusals (Clarke 2004) in the everyday routines of
organisational life, and experienced in different ways by those involved, who
are likely to have different views on future change. This track invites
theoretically and/or empirically informed papers from different disciplines
that explore public sector change that take account of gender and equal
opportunities issues. Papers that explore the influences of the present
neo-liberal context and the new public sector managerialism as they affect
the gender balance in differing international settings would be especially
welcome, although this can be accomplished by focusing on differing national
and local contexts.
Possible themes:
* Women and men in a changing public sector;
* Management reform and consequences from a gendered perspective;
* Changes in public sector from a management perspective;
* Changes in public sector from an equal opportunity perspective;
* Gender and management identities;
* Work life balance,
Keywords: Gender, new managerialism, change, public sector
Bibliography
Acker, J. (2006) Class Questions. Feminist answers. Rowman & Littlefield,
USA. Barry, J., Berg, E. and Chandler, J. (2006) Academic Shape Shifting:
gender, Management and Identities in Sweden and England. Organization Vol 13
No 2, Pp 2775 -298. Beck, Ulrich & Beck-Grernsheim, Elisabeth (2002):
Individualization: Institutionalized individualism and its social and
political consequences: Sage Publications Inc, London. Berg, E. Women's
Positioning in a Bureaucratic Environment - combining Employment and
Mothering". (2003) In: Barry J, Dent M and O'Neal M. "Gender and the Public
Sector". Routledge. London. UK. Clarke, J. (2004) Dissolving the Public
Realm? The Logics and Limits of Neo-Liberalism, Journal of Social Policy, 33,
1, 27-48. Dent, M (2003) Remodelling hospitals and health professions in
Europe. Medicine, Nursing and the state. Palgrave Mcmillan. UK. Glover, J.
and Kirton, J. (2006) Employment and Organization. Routledge, UK. Harvey, J.
(2005) A brief history of Neoliberalism, Oxford: University Press. Hirst, P.
(1998) Can the European Welfare State Survive Globalization? Sweden, Denmark
and the Netherlands in comparative perspective. Working Paper series in
European Studies, 2 (1). London: Birkbeck College, University of London.
Hood, C. (1995) 'The "New Public Management" in the 1980s: Variations on a
Theme', Accounting, Organizations and Society, 20, 2/3, 93-109. Pollitt, C.
and Bouckaert, G. (2004): Public Management Reform: A Comparative
Analysis.Oxford. Oxford University Press Tsoukas, H. and Chia, R. (2002) On
Organizational Becoming: Rethinking Organizational Change, Organization
Science, 13, 5, 567-582.
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