Keith Grint – författare

Vad är ledarskap? Föds man till ledare eller är det något man blir? Hur leder ledare? Hur skiljer sig ledarskap från styrning och att föra befäl? Dessa och andra frågor begrundar Keith Grint i den här korta introduktionen till ledarskap, som sporrar läsaren att ompröva sin syn på vad ledarskap är. Grint undersöker hur ledarskap har förändrats över tid och utforskar synen på ledarskap i våra dagar och de olika former som ledarskap tar sig.”Utifrån aktuella tankegångar inom ledarskapsforskningen etablerar Grint ett reflexivt och användbart sätt att resonera kring ledarskap både som fenomen och som praktik.”Johan Alvehus, professor i tjänstevetenskap, Lunds universitet

The subject of leadership raises many questions: What is it? How does it differ from management and command? Are leaders born or bred? Who are the leaders? Do we actually need leaders? Inevitably, the answers are provocative and partial; leadership is a hugely important topic of debate. There are constant calls for 'greater' or 'stronger' leadership, but what this actually means, how we can evaluate it, and why it's important are not very clear. In this Very Short Introduction Keith Grint prompts the reader to rethink their understanding of what leadership is. He examines the way leadership has evolved from its earliest manifestations in ancient societies, highlighting the beginnings of leadership writings through Plato, Sun Tzu, Machiavelli and others, to consider the role of the social, economic, and political context undermining particular modes of leadership. Exploring the idea that leaders cannot exist without followers, and recognising that we all have diverse experiences and assumptions of leadership, Grint looks at the practice of management, its history, future, and influence on all aspects of society. ABOUT THE SERIES: The Very Short Introductions series from Oxford University Press contains hundreds of titles in almost every subject area. These pocket-sized books are the perfect way to get ahead in a new subject quickly. Our expert authors combine facts, analysis, perspective, new ideas, and enthusiasm to make interesting and challenging topics highly readable.

The subject of leadership raises many questions: What is it? How does it differ from management and command? Are leaders born or bred? Who are the leaders? Do we actually need leaders? Inevitably, the answers are provocative and partial; leadership is a hugely important topic of debate. There are constant calls for ''greater'' or ''stronger'' leadership, but what this actually means, how we can evaluate it, and why it''s important are not very clear. In this Very Short Introduction Keith Grint prompts the reader to rethink their understanding of what leadership is. He examines the way leadership has evolved from its earliest manifestations in ancient societies, highlighting the beginnings of leadership writings through Plato, Sun Tzu, Machiavelli and others, to consider the role of the social, economic, and political context undermining particular modes of leadership. Exploring the idea that leaders cannot exist without followers, and recognising that we all have diverse experiences and assumptions of leadership, Grint looks at the practice of management, its history, future, and influence on all aspects of society. ABOUT THE SERIES: The Very Short Introductions series from Oxford University Press contains hundreds of titles in almost every subject area. These pocket-sized books are the perfect way to get ahead in a new subject quickly. Our expert authors combine facts, analysis, perspective, new ideas, and enthusiasm to make interesting and challenging topics highly readable.

The subject of leadership raises many questions: What is it? How does it differ from management and command? Are leaders born or bred? Who are the leaders? Do we actually need leaders? Inevitably, the answers are provocative and partial; leadership is a hugely important topic of debate. There are constant calls for ''greater'' or ''stronger'' leadership, but what this actually means, how we can evaluate it, and why it''s important are not very clear. In this Very Short Introduction Keith Grint prompts the reader to rethink their understanding of what leadership is. He examines the way leadership has evolved from its earliest manifestations in ancient societies, highlighting the beginnings of leadership writings through Plato, Sun Tzu, Machiavelli and others, to consider the role of the social, economic, and political context undermining particular modes of leadership. Exploring the idea that leaders cannot exist without followers, and recognising that we all have diverse experiences and assumptions of leadership, Grint looks at the practice of management, its history, future, and influence on all aspects of society. ABOUT THE SERIES: The Very Short Introductions series from Oxford University Press contains hundreds of titles in almost every subject area. These pocket-sized books are the perfect way to get ahead in a new subject quickly. Our expert authors combine facts, analysis, perspective, new ideas, and enthusiasm to make interesting and challenging topics highly readable.

Whenever leadership emerges within a group, there will be resistance to that leadership. Discontent may manifest in a number of ways, and action will always be determined by factors such as resource, numbers, time, space, and the legitimacy of the resistance. What, then, turns discontent into mutiny? Mutiny is often associated with the occasional mis-leadership of the masses by politically inspired hotheads, or a spontaneous and unusually romantic gesture of defiance against a uniquely overbearing military superior. In reality it is seldom either and usually has far more mundane origins, not in the absolute poverty of the subordinates but in the relative poverty of the relationships between leaders and the led in a military situation. The roots of mutiny lie in the leadership skills of a small number of leaders, and what transforms that into a constructive dialogue, or a catastrophic disaster, depends on how the leaders of both sides mobilise their supporters and their networks. Using contemporary leadership theory to cast a critical light on an array of mutinies throughout history, this book suggests we consider mutiny as a permanent possibility that is further encouraged or discouraged in some contexts. From mutinies in ancient Roman and Greek armies to those that toppled the German and Russian states and forced governments to face their own disastrous policies and changed them forever, this book covers an array of cases across land, sea, and air that still pose a threat to military establishments today. The critical theoretical line also puts into sharp relief the assumption that oftentimes people have little choice in how they respond to circumstances not of their own making. If mutineers could choose to resist what they saw as tyranny, then so can we.

Whenever leadership emerges within a group, there will be resistance to that leadership. Discontent may manifest in a number of ways, and action will always be determined by factors such as resource, numbers, time, space, and the legitimacy of the resistance. What, then, turns discontent into mutiny? Mutiny is often associated with the occasional mis-leadership of the masses by politically inspired hotheads, or a spontaneous and unusually romantic gesture of defiance against a uniquely overbearing military superior. In reality it is seldom either and usually has far more mundane origins, not in the absolute poverty of the subordinates but in the relative poverty of the relationships between leaders and the led in a military situation. The roots of mutiny lie in the leadership skills of a small number of leaders, and what transforms that into a constructive dialogue, or a catastrophic disaster, depends on how the leaders of both sides mobilise their supporters and their networks. Using contemporary leadership theory to cast a critical light on an array of mutinies throughout history, this book suggests we consider mutiny as a permanent possibility that is further encouraged or discouraged in some contexts. From mutinies in ancient Roman and Greek armies to those that toppled the German and Russian states and forced governments to face their own disastrous policies and changed them forever, this book covers an array of cases across land, sea, and air that still pose a threat to military establishments today. The critical theoretical line also puts into sharp relief the assumption that oftentimes people have little choice in how they respond to circumstances not of their own making. If mutineers could choose to resist what they saw as tyranny, then so can we.

Whenever leadership emerges within a group, there will be resistance to that leadership. Discontent may manifest in a number of ways, and action will always be determined by factors such as resource, numbers, time, space, and the legitimacy of the resistance. What, then, turns discontent into mutiny? Mutiny is often associated with the occasional mis-leadership of the masses by politically inspired hotheads, or a spontaneous and unusually romantic gesture of defiance against a uniquely overbearing military superior. In reality it is seldom either and usually has far more mundane origins, not in the absolute poverty of the subordinates but in the relative poverty of the relationships between leaders and the led in a military situation. The roots of mutiny lie in the leadership skills of a small number of leaders, and what transforms that into a constructive dialogue, or a catastrophic disaster, depends on how the leaders of both sides mobilise their supporters and their networks. Using contemporary leadership theory to cast a critical light on an array of mutinies throughout history, this book suggests we consider mutiny as a permanent possibility that is further encouraged or discouraged in some contexts. From mutinies in ancient Roman and Greek armies to those that toppled the German and Russian states and forced governments to face their own disastrous policies and changed them forever, this book covers an array of cases across land, sea, and air that still pose a threat to military establishments today. The critical theoretical line also puts into sharp relief the assumption that oftentimes people have little choice in how they respond to circumstances not of their own making. If mutineers could choose to resist what they saw as tyranny, then so can we.

Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best understand leadership? Are leaders born or made? Do they have particular traits or are we all potential leaders? Do the requirements for leadership change over time or are there timeless patterns? Do traditional approaches help us to pick and develop leaders or are there alternative ways that advance our understanding? In this book, Keith Grint–who has been studying and teaching leadership for over a decade–investigates the notion of leadership in a series of historical case studies and rich essay portraits of some of the most famous, and infamous, leaders (e.g. Florence Nightingale, Richard Branson, Horatio Nelson, Martin Luther King, Henry Ford, etc.). The scenarios are drawn from right across the spectrum to include business, politics, society, and the military. The first part of the book considers four sets of parallel cases where leadership appears to be a major explanation of success and failure. The second part takes the four critical issues arising from these parallel cases (identity, strategic vision, organizational tactics, and persuasive communication) and explores them in detail. One main reason we have such difficulty in explaining and enhancing leadership, Grint argues, is because we often adopt perspectives and models that obscure rather than illuminate the issues involved. The reliance upon traditional scientific analysis has not provided the anticipated advances in our understanding because leadership is more fruitfully considered as an art, or more exactly an array of arts, rather than as a science. Grint's rich and meticulously-researched profiles combine to reveal these Arts of Leadership.

Fuzzy Management is designed for thsoe who find current management orthodoxies inadequate, who are interested in alternative ideas and how they might be applied to management practice, but are not enthralled by the esoteric world of theoretical books about theory.This book offers a bridge between the `esoteric' world of theory and the `practical' world of management by exploring and illustrating some current theories (Fuzzy Logic, Actor-Network Theory, Chaos Theory, Constructivism etc.) through discussion of some everyday management issues (Strategic Decision Making, Appraisals, Negotiation, Leadership, Culture, and Motivation). Crisp and concise, it will be a useful guide to all concerned with the relationship between management theory and practice.

Fuzzy Management is designed for those who find current management orthodoxies inadequate, who are interested in alternative ideas and how they might be applied to management practice, but are not enthralled by the esoteric world of theoretical books about theory. This book offers a bridge between the 'esoteric world of theory and the practical world of management by exploring and illustrating some current theories (Fuzzy Logic, ActorNetwork Theory, Chaos Theory, Constructivism etc.) through discussion of some everyday management issues (Strategic Decision Making, Appraisals, Negotiation, Leadership, Culture, and Motivation). Crisp and concise, it will be a useful guide to all concerned with the relationship between management theory and practice.

What is leadership? Are leaders made or born? Are the characteristics and challenges of leadership the same across time and cultures? Do leaders 'pull' or are they 'pushed'? Are leaders driven by needs that may be dysfunctional to the organizations they lead? Do women leaders behave differently from men? Should we look for models of business and organizational leadership in military organizations? These are all just some of the questions posed in this Reader which includes key statements from classical philosophy (Plato, Sun Tzu, Machiavelli) through to modern management writers (Barnard, Kets de Vries, Fiedler, Rosener). The collection will be invaluable to students and managers taking a range of courses in business management and leadership training. In his Introduction, Keith Grint both surveys current thinking on leadership and provides an excellent `road map' of the readings which are grouped under five headings: Classical, Traditional, Modern, Mythical, and Alternative.

What is leadership? Are leaders made or born? Are the characteristics and challenges of leadership the same across time and cultures? Do leaders `pull' or are they `pushed'? Are leaders driven by needs that may be dysfunctional to the organizations they lead? Do women leaders behave differently from men? Should we look for models of business and organizational leadership in military organizations? These are all just some of the questions posed in this Reader which includes key statements from classical philosophy (Plato, Sun Tzu, Machiavelli) through to modern management writers (Barnard, Kets de Vries, Fiedler, Rosener). The collection will be invaluable to students and managers taking a range of courses in business management and leadership training. In his Introduction, Keith Grint both surveys current thinking on leadership and provides an excellent `road map' of the readings which are grouped under five headings: Classical, Traditional, Modern, Mythical, and Alternative.

Resistance is universal, but why does it occur, and fail or succeed? Resistance is often regarded in traditional management books as a problem to be overcome because it is seen as short-sighted or self-interested. Grint suggests, however, that resistance is not necessarily right or wrong. From resistance to the Roman Empire, to slavery, to the Nazis, to racism, to the state and capital, to patriarchy, and to imperialism, this book ranges across time and place to explain the success or failure of resistance. While many contemporary approaches focus on leadership as the explanatory variable, A Cartography of Resistance expands the approach to include management and command of resistance movements - and of their opponents. Many of the case studies explore the failures, as well as the successes, of resistance and the book suggests that even the failures reveal a fundamental truth about the human condition: just because the situation looks bleak for those suffering from oppression does not mean they surrendered meekly. Rather many seemed to adopt the same attitude that led Sisyphus to keep rolling the boulder up the hill: they were determined not to let their situation define or defeat them.

Resistance is universal, but why does it occur, and fail or succeed? Resistance is often regarded in traditional management books as a problem to be overcome because it is seen as short-sighted or self-interested. Grint suggests, however, that resistance is not necessarily right or wrong. From resistance to the Roman Empire, to slavery, to the Nazis, to racism, to the state and capital, to patriarchy, and to imperialism, this book ranges across time and place to explain the success or failure of resistance. While many contemporary approaches focus on leadership as the explanatory variable, A Cartography of Resistance expands the approach to include management and command of resistance movements - and of their opponents. Many of the case studies explore the failures, as well as the successes, of resistance and the book suggests that even the failures reveal a fundamental truth about the human condition: just because the situation looks bleak for those suffering from oppression does not mean they surrendered meekly. Rather many seemed to adopt the same attitude that led Sisyphus to keep rolling the boulder up the hill: they were determined not to let their situation define or defeat them.

Resistance is universal, but why does it occur, and fail or succeed? Resistance is often regarded in traditional management books as a problem to be overcome because it is seen as short-sighted or self-interested. Grint suggests, however, that resistance is not necessarily right or wrong. From resistance to the Roman Empire, to slavery, to the Nazis, to racism, to the state and capital, to patriarchy, and to imperialism, this book ranges across time and place to explain the success or failure of resistance. While many contemporary approaches focus on leadership as the explanatory variable, A Cartography of Resistance expands the approach to include management and command of resistance movements - and of their opponents. Many of the case studies explore the failures, as well as the successes, of resistance and the book suggests that even the failures reveal a fundamental truth about the human condition: just because the situation looks bleak for those suffering from oppression does not mean they surrendered meekly. Rather many seemed to adopt the same attitude that led Sisyphus to keep rolling the boulder up the hill: they were determined not to let their situation define or defeat them.

Resistance is universal, but why does it occur, and fail or succeed? Resistance is often regarded in traditional management books as a problem to be overcome because it is seen as short-sighted or self-interested. Grint suggests, however, that resistance is not necessarily right or wrong. From resistance to the Roman Empire, to slavery, to the Nazis, to racism, to the state and capital, to patriarchy, and to imperialism, this book ranges across time and place to explain the success or failure of resistance. While many contemporary approaches focus on leadership as the explanatory variable, A Cartography of Resistance expands the approach to include management and command of resistance movements - and of their opponents. Many of the case studies explore the failures, as well as the successes, of resistance and the book suggests that even the failures reveal a fundamental truth about the human condition: just because the situation looks bleak for those suffering from oppression does not mean they surrendered meekly. Rather many seemed to adopt the same attitude that led Sisyphus to keep rolling the boulder up the hill: they were determined not to let their situation define or defeat them.

Whenever leadership emerges within a group, there will be resistance to that leadership. Discontent may manifest in a number of ways, and action will always be determined by factors such as resource, numbers, time, space, and the legitimacy of the resistance. What, then, turns discontent into mutiny? Mutiny is often associated with the occasional mis-leadership of the masses by politically inspired hotheads, or a spontaneous and unusually romantic gesture of defiance against a uniquely overbearing military superior. In reality it is seldom either and usually has far more mundane origins, not in the absolute poverty of the subordinates but in the relative poverty of the relationships between leaders and the led in a military situation. The roots of mutiny lie in the leadership skills of a small number of leaders, and what transforms that into a constructive dialogue, or a catastrophic disaster, depends on how the leaders of both sides mobilize their supporters and their networks. Using contemporary leadership theory to cast a critical light on an array of mutinies throughout history, this book suggests we consider mutiny as a permanent possibility that is further encouraged or discouraged in some contexts. From mutinies in ancient Roman and Greek armies to those that toppled the German and Russian states and forced governments to face their own disastrous policies, and changed them forever, this book covers an array of cases across land, sea, and air that still pose a threat to military establishments today. The critical theoretical line also puts into sharp relief the assumption that oftentimes people have little choice in how they respond to circumstances not of their own making. If mutineers could choose to resist what they saw as tyranny, then so can we.

Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best understand leadership? Are leaders born or made? Do they have particular traits or are we all potential leaders? Do the requirements for leadership change over time or are there timeless patterns? Do traditional approaches help us to pick and develop leaders or are there alternative ways that advance our understanding?In this book, Keith Grint - who has been studying and teaching leadership for over a decade - investigates the notion of leadership in a series of historical case studies and rich essay portraits of some of the most famous, and infamous, leaders (e.g. Florence Nightingale, Richard Branson, Horatio Nelson, Martin Luther King, Henry Ford, etc.). The scenarios are drawn from right across the spectrum to include business, politics, society, and the military. The first part of the book considers four sets of parallel cases where leadership appears to be a major explanation of success and failure. The second part takes the four critical issues arising from these parallel cases (identity, strategic vision, organizational tactics, and persuasive communication) and explores them in detail.One main reason we have such difficulty in explaining and enhancing leadership, Grint argues, is because we often adopt perspectives and models that obscure rather than illuminate the issues involved. The reliance upon traditional scientific analysis has not provided the anticipated advances in our understanding because leadership is more fruitfully considered as an art, or more exactly an array of arts, rather than as a science. Grint's rich and meticulously-researched profiles combine to reveal these Arts of Leadership.

This highly topical book is a concise and accessible account of the relationship between technology and work. Firstly, it reviews and critically assesses a variety of recent approaches to the social and cultural dimensions of technology. Secondly, it examines the implications of these new approaches for existing ideas about the nature of technology and work organization. At the core of much thinking about technology is the assumption that the technical character and capacity of artefacts is given. The enduring image of deus ex machina captures the idea that it is the essential capacity 'within' a technology which, in the end, accounts for the way we organize ourselves, our work and other life experiences. Recent work in the sociology of technology, by contrast, sets out relativist and constructivist accounts of technology, which begin to challenge this central assumption. The Machine at Work includes a reinterpretation of the Luddites; a review of the social processes of development in information technology; a reassessment of theories of the role of technology in work; and an analysis of the common limitations of some constructivist and feminist perspectives on technology. The book argues that only a commitment to a particular conception of constructivism enables the kind of radical rethinking about technology and work relations that is needed. This engaging and informative text will be of interest to students in a range of subject areas - from sociology, organizational theory and behaviour, to industrial relations, management and business studies.

This is a lively introduction to management, covering an array of management orthodoxies and demonstrating, through contemporary sociological theory, that many of the old approaches are in need of reconstruction.

This book provides a lively and accessible introduction to key new areas in the contemporary study of work. While traditional accounts of work have tended to focus upon male manual workers in factories, recent developments have shifted the notions of what counts as work, what work is, and where it takes place. This topical book takes up these developments, broadening our understanding of work. Complementing the second edition of Grint's successful Sociology of Work textbook, this book is divided into five parts, each of which explores recent developments in the theory and practice of work. The wide range of substantive areas covered includes domestic work, globalization, gender, resistance, child labour and labour relations. The theoretical approaches incorporate theories of technology, time, identity, change and discipline. The authors include some of the leading international writers in their fields today, such as Stephen Barley, John Hassard, Bruno Latour and Judy Wajcman, plus some of the rising stars of the future. Each part has an introduction by the editor which contextualizes the selections, and there is a general introduction to help students navigate the text. Work and Society: A Reader will be essential reading for anyone taking courses in the sociology of work, organizational behaviour, business studies, studying MBAs or wishing to understand the contemporary world of work.

This book provides a lively and accessible introduction to key new areas in the contemporary study of work. While traditional accounts of work have tended to focus upon male manual workers in factories, recent developments have shifted the notions of what counts as work, what work is, and where it takes place. This topical book takes up these developments, broadening our understanding of work. Complementing the second edition of Grint's successful Sociology of Work textbook, this book is divided into five parts, each of which explores recent developments in the theory and practice of work. The wide range of substantive areas covered includes domestic work, globalization, gender, resistance, child labour and labour relations. The theoretical approaches incorporate theories of technology, time, identity, change and discipline. The authors include some of the leading international writers in their fields today, such as Stephen Barley, John Hassard, Bruno Latour and Judy Wajcman, plus some of the rising stars of the future. Each part has an introduction by the editor which contextualizes the selections, and there is a general introduction to help students navigate the text. Work and Society: A Reader will be essential reading for anyone taking courses in the sociology of work, organizational behaviour, business studies, studying MBAs or wishing to understand the contemporary world of work.

The Sociology of Work, 4th EditionThis leading, authoritative textbook has been carefully and substantially revised to provide the indispensable foundational resource for the sociology of work. The fourth edition has been transformed to combine unrivalled explanations of classic theories with the most cutting-edge research, data and debates.Keith Grint and Darren Nixon examine different sociological approaches to work, emphasizing the links between social processes, institutions of employment and their social and domestic contexts. The fourth edition includes: a new chapter on work and identity, exploring issues such as the rise of consumption and the cultural economy, work–life balance, the social meaning of work and unemployment;a fully rewritten chapter that comprehensively reviews trends in the contemporary service economy, particularly the rise of emotional and aesthetic forms of labour and the polarization of employment in the knowledge or informational economy;a new concluding chapter that examines the structure of the global economy, taking in debates around globalization, precarious labour and public sector reforms and unemployment in the wake of the financial crisis and austerity;updated bibliographic references and data throughout, with particularly significant revisions to the sections on gender and work, ethnicity and work, and work technologies.The book has been designed to support readers' understanding of, and to develop their critical approach to, the field of 'work', with a range of empirical evidence and examples helping to reveal the complex picture of work–society relations. Written in a lively and accessible style, the book also provides suggestions for further reading and seminar discussion questions.This fourth edition will continue to be essential reading for students of the sociology of work, industrial sociology, organizational behaviour and industrial relations. Students studying business and management courses with a sociological component will also find the book invaluable.

The Sociology of Work, 4th EditionThis leading, authoritative textbook has been carefully and substantially revised to provide the indispensable foundational resource for the sociology of work. The fourth edition has been transformed to combine unrivalled explanations of classic theories with the most cutting-edge research, data and debates.Keith Grint and Darren Nixon examine different sociological approaches to work, emphasizing the links between social processes, institutions of employment and their social and domestic contexts. The fourth edition includes: a new chapter on work and identity, exploring issues such as the rise of consumption and the cultural economy, work–life balance, the social meaning of work and unemployment;a fully rewritten chapter that comprehensively reviews trends in the contemporary service economy, particularly the rise of emotional and aesthetic forms of labour and the polarization of employment in the knowledge or informational economy;a new concluding chapter that examines the structure of the global economy, taking in debates around globalization, precarious labour and public sector reforms and unemployment in the wake of the financial crisis and austerity;updated bibliographic references and data throughout, with particularly significant revisions to the sections on gender and work, ethnicity and work, and work technologies.The book has been designed to support readers' understanding of, and to develop their critical approach to, the field of 'work', with a range of empirical evidence and examples helping to reveal the complex picture of work–society relations. Written in a lively and accessible style, the book also provides suggestions for further reading and seminar discussion questions.This fourth edition will continue to be essential reading for students of the sociology of work, industrial sociology, organizational behaviour and industrial relations. Students studying business and management courses with a sociological component will also find the book invaluable.

This is a lively introduction to management, covering an array of management orthodoxies and demonstrating, through contemporary sociological theory, that many of the old approaches are in need of reconstruction.

This highly topical book is a concise and accessible account of the relationship between technology and work. Firstly, it reviews and critically assesses a variety of recent approaches to the social and cultural dimensions of technology. Secondly, it examines the implications of these new approaches for existing ideas about the nature of technology and work organization.

At the core of much thinking about technology is the assumption that the technical character and capacity of artefacts is given. The enduring image of deus ex machina captures the idea that it is the essential capacity ''within'' a technology which, in the end, accounts for the way we organize ourselves, our work and other life experiences. Recent work in the sociology of technology, by contrast, sets out relativist and constructivist accounts of technology, which begin to challenge this central assumption.

The Machine at Work includes a reinterpretation of the Luddites; a review of the social processes of development in information technology; a reassessment of theories of the role of technology in work; and an analysis of the common limitations of some constructivist and feminist perspectives on technology. The book argues that only a commitment to a particular conception of constructivism enables the kind of radical rethinking about technology and work relations that is needed.

This engaging and informative text will be of interest to students in a range of subject areas - from sociology, organizational theory and behaviour, to industrial relations, management and business studies.

Provides a review of contemporary theory and empirical research into the relationship between feminism and social constructivism. Through case studies, the book focuses on issues raised by different technologies and on developing theoretical understandings of the gender-technology relation.

Provides a review of contemporary theory and empirical research into the relationship between feminism and social constructivism. Through case studies, the book focuses on issues raised by different technologies and on developing theoretical understandings of the gender-technology relation.

Provides a review of contemporary theory and empirical research into the relationship between feminism and social constructivism. Through case studies, the book focuses on issues raised by different technologies and on developing theoretical understandings of the gender-technology relation.