tives into decision-making processes and helping organizations reach new, and formerly untapped, markets. But their success, as illustrated above by the Stephen Lawrence case, has been patchy. Consequently, in order to understand the reasons for its success or otherwise, the diversity management phenomenon has been the subject of considerable academic debate. This paper seeks to extend and invigorate existing critiques of the aims and claims of diversity management. Four overlapping turns -demographic, political, economic and critical -akin to the broader and critical 'turns' in the humanities and social sciences are identified. When existing critiques are reconsidered through the framework offered by these four turns, then diversity management can be seen to: perpetuate rather than combat inequalities in the workplace; diminish the legacy of discrimination against historically repressed minorities in the workplace; continue to prescribe essentialist categories of difference and present problematic dualisms for effecting organizational change.

Purpose -Submitted in the form of a manifesto, this article seeks to make a call to scholars in international management and business studies to embrace post-colonial theory and to allow it to provide an interrogation of the ontological, epistemological, methodological and institutional resources currently dominating the field. Design/methodology/approach -A manifesto approach is adopted in providing a series of deliberately provocative principles which it seeks to have the field adopt. Findings -The paper finds the field to be currently imprisoned within a limited and limiting paradigmatic and institutional location and offers the resources of post-colonial theory as a way to interrogate and reconfigure it.Research limitations/implications -The paper points to the limitations of the field and provides the grounds for a radical reconfiguration across all aspects of its knowledge production, dissemination and research practice. Practical implications -The paper offers practical steps which the field can take to reconfigure itself more appropriately in terms of its various research commitments and its institutional frame. Originality/value -This article offers an original assessment of the orthodoxy currently controlling and disciplining the field, presented in the relatively novel and challenging form of a manifesto.

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This article advances feminist organizational theorizing about embodiment and subjectivity by investigating menopause at work as a temporally constituted phenomenon. We ask how time matters in women’s embodied and subjective experiences of menopause at work. Theoretically, we draw on feminist writers McNay and Grosz to explore the relationship between gendered agency and time in a corpus of 48 qualitative interviews conducted with women employed at two Australian universities about their experiences of menopause. Our empirical analysis identifies three temporal modalities – episodic, helical and relational – that show how gendered organizational subjectivities are not simply temporally situated, but created in and through distinct temporal forces. We offer two contributions to feminist organizational theory: first, by illuminating the ontological role played by time in gendered agency; and second, by fleshing out the notion of a ‘body politics of surprise’ with implications for feminist studies of organizational embodiment, politics and ethics.

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