This article ties together two research areas: the gendering of organizations and the effects of organizational change on workers. The article then suggests seven reasons why mergers are gendered. These are: possible differences in undermining or eliminating job security between men and women; contract changes; breaking internal contracts; the loss or undermining of gendered tacit knowledge; emotional reactions; risk perception and the discourse of mergers. The article argues for looking at mergers and organizational change through a gender lens.
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Gráinne Collins (2005) studied this question.
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