Publications by category
Books
Jeanes EL, Huzzard, T (eds)(2014).
Critical Management Research: Reflections from the Field. London, Sage.
DOI.
McDonald P, Jeanes E (eds)(2012). Men's Wage and Family Work., Routledge.
Jeanes EL, Knights D, Yancey-Martin P (eds)(2011). Handbook of Gender, Work and Organization. Oxford, Blackwells.
Walker RM, Jeanes EL, Rowlands RO (2001).
Managing Public Services Innovation. DOI.
Walker RM, Jeanes EL, Rowlands R (2001).
Managing Public Services Innovation: the Experience of English Housing Associations., the Policy Press.
Abstract:
Managing Public Services Innovation: the Experience of English Housing Associations
Abstract.
Walker RM, Jeanes EL, Rowlands RO (2001).
Managing public services innovation. DOI.
Walker RM, Jeanes EL, Rowlands RO (2001).
Managing public services innovation. DOI.
Journal articles
De Cock C, Jeanes EL (In Press). Questioning Consensus, Cultivating Conflict.
SSRN Electronic Journal DOI.
Jeanes E, Janes K (2021). Trans men doing gender at work.
Gender, Work and Organization,
28(4), 1237-1259.
Abstract:
Trans men doing gender at work
In this article we explore the practices of trans men in England, undertaken to accomplish gender in the workplace, recognizing the importance of a ‘situated’ analysis incorporating context and life history. We find trans men simultaneously to conform and challenge masculinity, informed both by preference and necessity in order to survive and progress at work, which in turn impacts the potential for any male advantage that may be enjoyed. We note that the more coherently masculine a trans man is, the less ‘trouble’ is caused by his gender (trans masculinity). We demonstrate that they often have to adjust their gender practices and/or workplace to secure or progress at work but also retain a capacity to trouble the gender binary (trans masculinity). We consider the implications for trans men at work.
Abstract.
DOI.
Jeanes E (2020). A meeting of mind(sets). Integrating the pedagogy and andragogy of mindsets for leadership development.
Thinking Skills and Creativity,
39 DOI.
Jeanes E, Loacker B, Śliwa M (2019). Complexities, challenges and implications of collaborative work within a regime of performance measurement: the case of management and organisation studies.
Studies in Higher Education,
44(9), 1539-1553.
Abstract:
Complexities, challenges and implications of collaborative work within a regime of performance measurement: the case of management and organisation studies
The current demands on higher education institutions (HEIs) to become more efficient and effective have led to increasing performance pressures on researchers, and consequently on the practices and outcomes of researcher collaborations. In this paper, based on a qualitative study of collaborative experiences of management and organisation studies scholars, we explore the complexities and challenges of researcher collaborations under the current regime of academic performance measurement. Our study suggests that researcher collaborations are underpinned by four main rationalities: traditional-hierarchical, strategic-instrumental, scholarly-professional and relationship-orientated. We find that strategic-instrumental rationalities are the most prevalent and typically infuse other rationalities. Our research demonstrates that there are potential adverse consequences for the quality and purpose of outputs, the effects on collegial relationships and risks of exploitation and reinvoked hierarchies in collaborative relationships. The study reveals some of the problematic implications for academics and HEIs that emerge as a consequence of research productivity measurement.
Abstract.
DOI.
Aumais N, Basque J, Carrim NM, Daskalaki M, Dorion L, Garneau J, Jeanes E, Kostera M, Liu H, Loacker B, et al (2018). In 1000 words: #TimeIsUp, Academics and Organization Studies.
M n gement,
21(3).
DOI.
Jeanes E, Loacker B, Sliwa M (2018). Revisiting struggles over gender inequalities: an account of three academics. Management (France), 21(3), 1100-1102.
Jeanes E (2016). Are we ethical? Approaches to ethics in management and organisation research.
Organization,
24(2), 174-197.
Abstract:
Are we ethical? Approaches to ethics in management and organisation research
We are currently witnessing two concurrent trajectories in the field of research ethics, namely the increasingly explicit and formalised requirements of research governance and the ongoing debate around the implicit nature of ethics, which cannot be assured by these methods, and related—for some—the role that reflexivity can play in research ethics. This article seeks to address two questions. First, given the focus of these discussions is often theoretical rather than on practice, how do our colleagues engage with research ethics and what is their ethical position? Second, given reflexivity is typically focused on knowledge construction, to what extent does it influence (if at all) their ethics throughout the research process? Interviews were undertaken with senior colleagues who have established modes of research practice and ethical approaches. Drawing on understandings of reflexivity and ethics, this article explores an ethical subjectivity that was typically reflective and sometimes reflexive and was usually related to personal rather than procedural ethics. It demonstrates contrasting ethical concerns of society, participant and researcher community, and how some researchers saw their ethical obligation as focused on producing meaningful research at the expense of more traditional concerns for the research participant.
Abstract.
DOI.
Jeanes EL (2016). ‘Questioning the common sense of creativity and innovation through Deleuzian thought’. Quaderni, 91, 79-91.
Jeanes EL, Loacker B, Sliwa M, Weiskopf R (2015). Mobilities in contemporary worlds of work and organizing. Ephemera: theory and politics in organization, 15, 795-723.
Jeanes EL, Butler N, Otto B (2014). Diagrammatics of organization. Ephemera: theory and politics in organization, 14(2), 167-175.
Gregory A, Jeanes E, Tharyan R, Tonks I (2013). Does the Stock Market Gender Stereotype Corporate Boards? Evidence from the Market's Reaction to Directors' Trades.
British Journal of Management,
24(2), 174-174.
DOI.
Gregory A, Jeanes EL, Tharyan R, Tonks I (2013). Gender Diversity on Corporate Boards:. What we can learn from market reaction to insider trades.
Forthcoming in British Journal of Management,
24(2), 174-190.
DOI.
Jeanes EL (2013). The construction and controlling effect of a moral brand.
Scandinavian Journal of Management,
29(2), 163-172.
Abstract:
The construction and controlling effect of a moral brand
This paper explores the control effect of a moral brand through its brand culture. The moral brand culture distinguishes itself from other brand cultures by drawing on external claims for legitimacy. In this case, the brand drew upon a strong brand community, moral narratives in society, and the participative engagement with its values by many employees. As a consequence of these multiple and often external means of brand creation, managers were able to distance themselves from the process of brand and cultural management. Indeed such distancing was required for its effective enactment. The co-creation of the moral brand and the idea of 'doing the right thing' deflected attention from the controlling effect of the brand culture. © 2013 Elsevier Ltd.
Abstract.
DOI.
Jeanes E (2008). Handbook of workplace diversity. Gender, Work and Organization, 15(3), 305-307.
Jeanes E (2008). Rural gender relations. Issues and case studies. Gender, Work and Organization, 15(5), 543-545.
Jeanes E (2007). Gender injustice: an international comparative analysis of equality in employment. Gender, Work and Organization, 14(3), 302-304.
Jeanes EL (2007). The Doing and Undoing of Gender: the Importance of Being a Credible Female Victim.
Gender Work & Organization,
14(6), 551-571.
DOI.
Jeanes EL (2006). 'Resisting Creativity, Creating the New'. A Deleuzian Perspective on Creativity.
Creativity and Innovation Management,
15(2), 127-134.
DOI.
De Cock C, Jeanes EL (2006). Chasing shadows? Response by De Cock and Jeanes.
Journal of Management Inquiry,
15(1), 33-34.
DOI.
Jeanes EL, De-Cock C (2006). Questioning Consensus, Cultivating Conflict.
Journal of Management Inquiry,
15(1), 18-30.
DOI.
Jeanes E (2005). TechnoFeminism. Gender, Work and Organization, 12(4), 381-383.
Jeanes EL, Rowlands R, Walker RM (2002). Measuring Innovation - Applying the Literature-Based Innovation Output Indicator to Public Services.
Public Administration,
80(1), 201-214.
DOI.
Brown G, Clifton NC, Jeanes EL, Pickernell D (2001). All Growth No Change? a Case Study of Maintaining Organisational Culture Through a Period of Growth. International Journal of Applied Human Resource Management, 2(1).
Walker, R.M. Jeanes EL (2001). Innovation in a Regulated Service: the Case of English Housing Associations.
Public Management Review,
3(4), 525-550.
DOI.
Chapters
Jeanes E, Huzzard T (2014). Conclusion: Reflexivity, ethics and the researcher. In (Ed)
Critical Management Research: Reflections from the Field, 227-240.
DOI.
Jeanes E, Huzzard T (2014). Introduction. In (Ed)
Critical Management Research: Reflections from the Field, 1-20.
DOI.
Jeanes E, Loacker B, S’liwa M (2014). Researcher collaboration: Learning from experience. In (Ed)
Critical Management Research: Reflections from the Field, 41-60.
DOI.
Jeanes EL (2013). Chapter 5: Leadership in a family business: kinship and emotional control. In (Ed)
Critical Perspectives on Leadership, 86-104.
DOI.
Jeanes EL (2013). Leadership in a family business – kinship and emotional control. In Muhr SL, Lemmergaard J (Eds.) Critical Perspectives on Leadership – Emotion, Toxicity and Dysfunction, Cheltenham: Edward Elgar.
Parker S, Freathy R, Francis LJ (2012). Introduction. In Parker S, Freathy R, Francis LJ (Eds.) Religious Education and Freedom of Religion and Belief, Oxford: Peter Lang, 1-3.
McDonald P, Jeanes EL (2012). Introduction to Men's Wage and Family Work. In McDonald P, Jeanes E (Eds.) Men's Wage and Family Work, Routledge.
Jeanes EL (2011). Approaches to Organizational Behaviour. In Butler M, Rose E (Eds.) Introduction to Organisational Behaviour, London: CIPD.
Jeanes EL, Knights D, Martin PY (2011). Introduction to Handbook of Gender, Work and Organization. In Jeanes E, Knights D, Martin PY (Eds.) Handbook of Gender, Work and Organization, Wiley-Blackwell.
Jeanes EL, Muhr SL (2010). Chapter 8: the Impossibility of Guidance – a Levinasian Critique of Business Ethics. In (Ed)
Ethics and Organizational Practice.
DOI.
Jeanes EL, Muhr SL (2010). The impossibility of guidance - a Levinasian critique of business ethics. In Sørensen BM, Vallentin S, Muhr S (Eds.) Ethics and Organizational Practice - Questioning the Moral Foundations of Management, Cheltenham: Edward Elgar.
Publications by year
In Press
De Cock C, Jeanes EL (In Press). Questioning Consensus, Cultivating Conflict.
SSRN Electronic Journal DOI.
2021
Jeanes E, Janes K (2021). Trans men doing gender at work.
Gender, Work and Organization,
28(4), 1237-1259.
Abstract:
Trans men doing gender at work
In this article we explore the practices of trans men in England, undertaken to accomplish gender in the workplace, recognizing the importance of a ‘situated’ analysis incorporating context and life history. We find trans men simultaneously to conform and challenge masculinity, informed both by preference and necessity in order to survive and progress at work, which in turn impacts the potential for any male advantage that may be enjoyed. We note that the more coherently masculine a trans man is, the less ‘trouble’ is caused by his gender (trans masculinity). We demonstrate that they often have to adjust their gender practices and/or workplace to secure or progress at work but also retain a capacity to trouble the gender binary (trans masculinity). We consider the implications for trans men at work.
Abstract.
DOI.
2020
Jeanes E (2020). A meeting of mind(sets). Integrating the pedagogy and andragogy of mindsets for leadership development.
Thinking Skills and Creativity,
39 DOI.
2019
Jeanes E, Loacker B, Śliwa M (2019). Complexities, challenges and implications of collaborative work within a regime of performance measurement: the case of management and organisation studies.
Studies in Higher Education,
44(9), 1539-1553.
Abstract:
Complexities, challenges and implications of collaborative work within a regime of performance measurement: the case of management and organisation studies
The current demands on higher education institutions (HEIs) to become more efficient and effective have led to increasing performance pressures on researchers, and consequently on the practices and outcomes of researcher collaborations. In this paper, based on a qualitative study of collaborative experiences of management and organisation studies scholars, we explore the complexities and challenges of researcher collaborations under the current regime of academic performance measurement. Our study suggests that researcher collaborations are underpinned by four main rationalities: traditional-hierarchical, strategic-instrumental, scholarly-professional and relationship-orientated. We find that strategic-instrumental rationalities are the most prevalent and typically infuse other rationalities. Our research demonstrates that there are potential adverse consequences for the quality and purpose of outputs, the effects on collegial relationships and risks of exploitation and reinvoked hierarchies in collaborative relationships. The study reveals some of the problematic implications for academics and HEIs that emerge as a consequence of research productivity measurement.
Abstract.
DOI.
2018
Aumais N, Basque J, Carrim NM, Daskalaki M, Dorion L, Garneau J, Jeanes E, Kostera M, Liu H, Loacker B, et al (2018). In 1000 words: #TimeIsUp, Academics and Organization Studies.
M n gement,
21(3).
DOI.
Jeanes E, Loacker B, Sliwa M (2018). Revisiting struggles over gender inequalities: an account of three academics. Management (France), 21(3), 1100-1102.
2016
Jeanes E (2016). Are we ethical? Approaches to ethics in management and organisation research.
Organization,
24(2), 174-197.
Abstract:
Are we ethical? Approaches to ethics in management and organisation research
We are currently witnessing two concurrent trajectories in the field of research ethics, namely the increasingly explicit and formalised requirements of research governance and the ongoing debate around the implicit nature of ethics, which cannot be assured by these methods, and related—for some—the role that reflexivity can play in research ethics. This article seeks to address two questions. First, given the focus of these discussions is often theoretical rather than on practice, how do our colleagues engage with research ethics and what is their ethical position? Second, given reflexivity is typically focused on knowledge construction, to what extent does it influence (if at all) their ethics throughout the research process? Interviews were undertaken with senior colleagues who have established modes of research practice and ethical approaches. Drawing on understandings of reflexivity and ethics, this article explores an ethical subjectivity that was typically reflective and sometimes reflexive and was usually related to personal rather than procedural ethics. It demonstrates contrasting ethical concerns of society, participant and researcher community, and how some researchers saw their ethical obligation as focused on producing meaningful research at the expense of more traditional concerns for the research participant.
Abstract.
DOI.
Jeanes EL (2016). ‘Questioning the common sense of creativity and innovation through Deleuzian thought’. Quaderni, 91, 79-91.
2015
Jeanes EL, Loacker B, Sliwa M, Weiskopf R (2015). Mobilities in contemporary worlds of work and organizing. Ephemera: theory and politics in organization, 15, 795-723.
2014
Jeanes E, Huzzard T (2014). Conclusion: Reflexivity, ethics and the researcher. In (Ed)
Critical Management Research: Reflections from the Field, 227-240.
DOI.
Jeanes EL, Huzzard, T (eds)(2014).
Critical Management Research: Reflections from the Field. London, Sage.
DOI.
Jeanes EL, Butler N, Otto B (2014). Diagrammatics of organization. Ephemera: theory and politics in organization, 14(2), 167-175.
Jeanes E, Huzzard T (2014). Introduction. In (Ed)
Critical Management Research: Reflections from the Field, 1-20.
DOI.
Jeanes E, Loacker B, S’liwa M (2014). Researcher collaboration: Learning from experience. In (Ed)
Critical Management Research: Reflections from the Field, 41-60.
DOI.
2013
Jeanes EL (2013). Chapter 5: Leadership in a family business: kinship and emotional control. In (Ed)
Critical Perspectives on Leadership, 86-104.
DOI.
Gregory A, Jeanes E, Tharyan R, Tonks I (2013). Does the Stock Market Gender Stereotype Corporate Boards? Evidence from the Market's Reaction to Directors' Trades.
British Journal of Management,
24(2), 174-174.
DOI.
Gregory A, Jeanes EL, Tharyan R, Tonks I (2013). Gender Diversity on Corporate Boards:. What we can learn from market reaction to insider trades.
Forthcoming in British Journal of Management,
24(2), 174-190.
DOI.
Jeanes EL (2013). Leadership in a family business – kinship and emotional control. In Muhr SL, Lemmergaard J (Eds.) Critical Perspectives on Leadership – Emotion, Toxicity and Dysfunction, Cheltenham: Edward Elgar.
Jeanes EL (2013). The construction and controlling effect of a moral brand.
Scandinavian Journal of Management,
29(2), 163-172.
Abstract:
The construction and controlling effect of a moral brand
This paper explores the control effect of a moral brand through its brand culture. The moral brand culture distinguishes itself from other brand cultures by drawing on external claims for legitimacy. In this case, the brand drew upon a strong brand community, moral narratives in society, and the participative engagement with its values by many employees. As a consequence of these multiple and often external means of brand creation, managers were able to distance themselves from the process of brand and cultural management. Indeed such distancing was required for its effective enactment. The co-creation of the moral brand and the idea of 'doing the right thing' deflected attention from the controlling effect of the brand culture. © 2013 Elsevier Ltd.
Abstract.
DOI.
2012
Parker S, Freathy R, Francis LJ (2012). Introduction. In Parker S, Freathy R, Francis LJ (Eds.) Religious Education and Freedom of Religion and Belief, Oxford: Peter Lang, 1-3.
McDonald P, Jeanes EL (2012). Introduction to Men's Wage and Family Work. In McDonald P, Jeanes E (Eds.) Men's Wage and Family Work, Routledge.
McDonald P, Jeanes E (eds)(2012). Men's Wage and Family Work., Routledge.
2011
Jeanes EL (2011). Approaches to Organizational Behaviour. In Butler M, Rose E (Eds.) Introduction to Organisational Behaviour, London: CIPD.
Jeanes EL, Knights D, Yancey-Martin P (eds)(2011). Handbook of Gender, Work and Organization. Oxford, Blackwells.
Jeanes EL, Knights D, Martin PY (2011). Introduction to Handbook of Gender, Work and Organization. In Jeanes E, Knights D, Martin PY (Eds.) Handbook of Gender, Work and Organization, Wiley-Blackwell.
2010
Jeanes EL, Muhr SL (2010). Chapter 8: the Impossibility of Guidance – a Levinasian Critique of Business Ethics. In (Ed)
Ethics and Organizational Practice.
DOI.
Jeanes EL, Muhr SL (2010). The impossibility of guidance - a Levinasian critique of business ethics. In Sørensen BM, Vallentin S, Muhr S (Eds.) Ethics and Organizational Practice - Questioning the Moral Foundations of Management, Cheltenham: Edward Elgar.
2008
Jeanes E (2008). Handbook of workplace diversity. Gender, Work and Organization, 15(3), 305-307.
Jeanes E (2008). Rural gender relations. Issues and case studies. Gender, Work and Organization, 15(5), 543-545.
2007
Jeanes E (2007). Gender injustice: an international comparative analysis of equality in employment. Gender, Work and Organization, 14(3), 302-304.
Jeanes EL (2007). The Doing and Undoing of Gender: the Importance of Being a Credible Female Victim.
Gender Work & Organization,
14(6), 551-571.
DOI.
2006
Jeanes EL (2006). 'Resisting Creativity, Creating the New'. A Deleuzian Perspective on Creativity.
Creativity and Innovation Management,
15(2), 127-134.
DOI.
De Cock C, Jeanes EL (2006). Chasing shadows? Response by De Cock and Jeanes.
Journal of Management Inquiry,
15(1), 33-34.
DOI.
Jeanes EL, De-Cock C (2006). Questioning Consensus, Cultivating Conflict.
Journal of Management Inquiry,
15(1), 18-30.
DOI.
2005
Jeanes E (2005). TechnoFeminism. Gender, Work and Organization, 12(4), 381-383.
2002
Jeanes EL, Rowlands R, Walker RM (2002). Measuring Innovation - Applying the Literature-Based Innovation Output Indicator to Public Services.
Public Administration,
80(1), 201-214.
DOI.
2001
Brown G, Clifton NC, Jeanes EL, Pickernell D (2001). All Growth No Change? a Case Study of Maintaining Organisational Culture Through a Period of Growth. International Journal of Applied Human Resource Management, 2(1).
Walker, R.M. Jeanes EL (2001). Innovation in a Regulated Service: the Case of English Housing Associations.
Public Management Review,
3(4), 525-550.
DOI.
Walker RM, Jeanes EL, Rowlands RO (2001).
Managing Public Services Innovation. DOI.
Walker RM, Jeanes EL, Rowlands R (2001).
Managing Public Services Innovation: the Experience of English Housing Associations., the Policy Press.
Abstract:
Managing Public Services Innovation: the Experience of English Housing Associations
Abstract.
Walker RM, Jeanes EL, Rowlands RO (2001).
Managing public services innovation. DOI.
Walker RM, Jeanes EL, Rowlands RO (2001).
Managing public services innovation. DOI.
