J. Aronson and K. Smith
British Journal of Social Work, vol.40, 2010, p. 530-547
This paper reports the early findings of a qualitative, longitudinal study of women managing health and social services in Southern Ontario, which have been subject to successive rounds of restructuring and managerial reforms. Participants' accounts revealed that they are, at once implicated in dominant managerial practices that narrow the social and in finding spaces in which to challenge those practices in accordance with their commitments to progressive public service. Managerial imperatives pressed them to subordinate those commitments and produce accounts of their organisations' work with which they were at odds. However, they also found ways to fight back and expand the reach of their services to excluded communities and clients.