In spite of feminist recognition that hierarchical organizations are an important location of male dominance, most feminists writing about organizations assume that organizational structure is gender neutral. This article argues that organizational structure is not gender neutral; on the contrary, assumptions about gender underlie the documents and contracts used to construct organizations and to provide the commonsense ground for theorizing about them. Their gendered nature is partly masked through obscuring the embodied nature of work.jobs and hierarchies, common concepts in organizational (...) thinking, assume a disembodies and universal worker. This worker is actually a man; men's bodies, sexuality, and relationships to procreation and paid work are subsumed in the image of the worker. Images of men's bodies and masculinity pervade organizational processes, marginalizing women and contributing to the maintenance of gender segregation in organizations. The positing of gender-neutral and disembodied organizational structures and work relations is part of the larger strategy of control in industrial capitalist societies, which, at least partly, are built upon a deeply embedded substructure of gender difference. (shrink)

When women work in male-dominated professions, they encounter a “glass ceiling” that prevents their ascension into the top jobs. Twenty years ago, I introduced the concept of the “glass escalator,” my term for the advantages that men receive in the so-called women’s professions, including the assumption that they are better suited than women for leadership positions. In this article, I revisit my original analysis and identify two major limitations of the concept: it fails to adequately address intersectionality; in particular, it (...) fails to theorize race, sexuality, and class; and it was based on the assumptions of traditional work organizations, which are undergoing rapid transformation in our neoliberal era. The glass escalator assumes stable employment, career ladders, and widespread support for public institutions —which no longer characterize the job market today. Drawing on my studies of the oil and gas industry and the retail industry, I argue that new concepts are needed to understand workplace gender inequality in the 21st century. (shrink)