SummaryEven though gender and gender analysis are still often equated with women, men and masculinities are equally gendered. This applies throughout society, including within organizations. Following 2 pioneering feminist scholarship on work and organizations, explicitly gendered studies on men and masculinities have increased since the 1980s. The need to include the gendered analysis of men and masculinities as part of gender studies of organizations, leadership and management, is now widely recognized at least within gender research. Yet, this insight continues to be ignored or downplayed in mainstream work and even in some studies seen as 'critical'. Indeed the vast majority of mainstream work on organizations still has either no gender analysis whatsoever or relies on a very simplistic and crude gender analysis.Research on men and masculinities has been wide-ranging and has raised important new issues about gendered dynamics in organizations, including: cultures and counter-cultures on factory shopfloors; historical transformations of men and management in reproducing patriarchies; the relations of bureaucracy, men and masculinities; management-labour relations as interrelations of masculinities; managerial and professional identity formation; managerial homosociality; and the interplay of diverse occupational masculinities. Research has revealed how structures, cultures and practices of men and masculinities continue to persist and to dominate in many contemporary organizations. Having said this, the concepts of gender, of men and masculinities, and of organization have all been subject to complex and contradictory processes that entail both their explicit naming and their simultaneous deconstruction and critique. This is illustrated, respectively, in: the intersectional construction of gender; the pressing need to name men as men in analysis of organizational dominance, but also deconstruct the category of men as provisional; and in the multiplication of organizational forms as, for example, inter-organizational relations, net-organizations, and cyberorganizations.These contradictory historical and conceptual namings and deconstructions are especially important in the analysis of transnational organizations operating within the context of globalization, transnationalizations, production, reproduction, and trans(national)patriarchies. Within transnational organizations such as large gendered multinational enterprises, the taken-forgranted nature of transnational gendered hierarchies and cultures persists in management, maintained partly through commonalities across difference, gendered horizontal specializations and controls. Transnational organizations are key sites for the production of a variety of developing forms of (transnational) business masculinities, some more individualistic, some marriage-based, some nation-based, some transcending nation. These masculinities have clear implications for gendered practices in private spheres, including the provision of domestic servicing often by black and minor...