This book takes a fresh look at corporate strategy, exploring it from a feminist perspective. Challenging male-dominated theory, Corporate Strategy looks at unquestioned assumptions held about strategy in practice and academia, including whether women approach strategy differently from men, and if so, how their approach differs?
Reviewing the histories of strategy and feminism, the book explores the reasons why so few serious works on strategy have been written by women, and investigates the continued lack of women at senior levels within many organizations. Angélique du Toit draws on postmodern arguments to illustrate the claims made for the necessity of diversity within organizations, and challenges the fact that positions of power, both in society and organizations remain the exclusive right of men. Corporate Strategy argues that if an organization is to survive and succeed in the global economy, it has to pay more than lip service to issues surrounding diversity.
Introduction : Outlining the Challenge to a Male Dominated Perspective of Strategy 1. The Dominant Paradigms of Strategy 2. The Illusion of Diversity 3. Paternalism and Hegemony 4. Postmodernism and Little Narratives 5. Identity the Product of Social Constructionism 6. The Science of Complexity Theory 7. The Silent Voice of Feminism Conclusion: Putting the Case of a Balanced Perspective on Strategy
Concerned primarily with responses to external issues such as in understanding customers' needs and responding to competitive forces, strategic management is dynamic, defining the decisions that provide overall direction and objectives to an organization. This series explores, develops and critiques the numerous models and frameworks designed to assist in strategic decision making in internal and external environments. It publishes scholarly research in all methodologies and perspectives that comprise the discipline, and welcomes diverse multi-disciplinary research methods, including qualitative and quantitative studies, conceptual and computational models.