This book is an original contribution to the increasing body of knowledge about gender and organizations. It investigates and theorizes gender and culture, and gender relations and gender-based inequality in organizations: how sexual and social relations between women and men, relations based on sexuality, and relations of power and control based on sex, determine the cultures, structures and practices of organizations and the experience of women and men in organizations. The book is unusual in its focus on organizational culture and organizational change (in putting theory into practice to bring about change in organizations and in using practice to inform and develop theory) and its concern with strategy (the use of theory to develop strategy to shape and direct practice, and in turn the use of practice to "craft strategy" and to construct theory). The book collects together a decade of experience of managing change and "operationalizing theory" in public sector organizations in Britain during a period of major social, political and economic transitions, and analyzes what has been learned. It also makes wider connections with women and trade unions in Europe and management development for women in the "developing countries" of Africa and Asia.