Abstract

Gender scholars draw on the “theory of gendered organizations” to explain persistent gender inequality in the workplace. This theory argues that gender inequality is built into work organizations in which jobs are characterized by long-term security, standardized career ladders and job descriptions, and management controlled evaluations. Over the past few decades, this basic organizational logic has been transformed. In the so-called new economy, work is increasingly characterized by job insecurity, teamwork, career maps, and networking. Using a case study of geoscientists in the oil and gas industry, we apply a gender lens to this evolving organization of work. This article extends Acker’s theory of gendered organizations by identifying the mechanisms that reproduce gender inequality in the twenty-first-century workplace, and by suggesting appropriate policy approaches to remedy these disparities.