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This fascinating study examines changes in feminist organizations founded in the early seventies as alternatives to traditional, bureaucratic human-service organizations. At inception, these organizations, reflecting feminist principles, were designed alternatively in their structure and functioning. In-depth case studies systematically examine the life cycle of 15 feminist organizations identifying, individually and collectively, changes, over ten or more years, along six dimensions. The major finding is that over time, these feminist organizations have evolved into bureaucratic structures while retaining their overarching feminist principles along certain identified dimensions. One implication drawn from the findings is that current managers of feminist organizations do, in fact, practice feminist management, which attempts to integrate their commitment to feminist principles within bureaucratic organizational structures. Social science researchers, gender/women's studies scholars, and those interested in the history of social movements will find this book an indispensable contribution to feminist literature.
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