Managers after the era of organizational restructuring: towards a second managerial revolution

Martin, Bill (2005) Managers after the era of organizational restructuring: towards a second managerial revolution. Work, Employment and Society, 19 4: 747-760. doi:10.1177/0950017005058058

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Author Martin, Bill
Title Managers after the era of organizational restructuring: towards a second managerial revolution
Journal name Work, Employment and Society   Check publisher's open access policy
ISSN 0950-0170
1469-8722
Publication date 2005-12
Sub-type Article (original research)
DOI 10.1177/0950017005058058
Volume 19
Issue 4
Start page 747
End page 760
Total pages 14
Place of publication London, United Kingdom
Publisher Sage
Language eng
Abstract Managers' careers and career orientations have changed significantly since the era of organizational change that began around 20-30 years ago. This article focuses on how managers have responded to these changes. It suggests a significant change in the kinds of' capital' that managers mobilize, and the uses to which they put it, At least some managers now mobilize a form of' social capital' in the form of reputations that are grounded in informal networks. However, this reputational capital can be difficult to stabilise and therefore risky to hold. Managers therefore attempt to convert it into wealth - economic capital. The article illustrates these arguments using interview data from a longitudinal study of Australian managers.
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status Non-UQ

Document type: Journal Article
Sub-type: Article (original research)
Collection: Institute for Social Science Research - Publications
 
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Citation counts: TR Web of Science Citation Count  Cited 9 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 13 times in Scopus Article | Citations
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Created: Fri, 23 Sep 2011, 13:47:33 EST by Sarah Flett on behalf of Institute for Social Science Research