Abstract
This paper investigates whether the expression of sexuality in organizations represents an opportunity for employee resistance or increased management control. It draws upon an empirical study of a high-commitment culture programme that encouraged both heterosexual and homosexual discourses. The study reveals a complex scenario in which sexuality is simultaneously a facet of control, a site of empowerment and an object of resistance. It is suggested that a multilevelled conceptualization of power and resistance is required in order to untangle the complex political implications of sexuality and re-eroticization at work.
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