Using an interactional approach to studying organizations, we explore how social class differences alone and coupled with racial minority status generate identity threats for first-generation college students who are already underprivileged with respect to educational attainment. For these students the markers of social class are omnipresent and, like racial minorities, they experience microaggressions that require them to engage in identity work to counter these threats. We detail manifestations of social class differences on and off campus and identify the kinds of microaggressions these students encounter including those generated by the intersection of race and class that can destabilize students’ identities and lead to what we refer to as “identity collapse.” Our results also reveal four types of identity work including mining core identity strength, passing (via dodging and code switching), and developing peer support networks that allow some first-generation students to be resilient in responding to identity threats. We consider the implications of this class work for first-to-college students and offer suggestions for future research that expands our work to workplace organizations and inquires about the potential lasting effects of social class stigma.

Over the past decade, the topic of social class in organizations has enjoyed unexpected growth. However, management researchers lack an in-depth understanding of what we know (and do not know) about the role of social class in organizations. This lack of understanding is exacerbated by the fragmentation of extant research across disciplinary and paradigmatic lines. Accordingly, in this paper, we review over 400 quantitative, qualitative, and conceptual articles and offer an in-depth look at the current state of literature on social class and work. Specifically, we introduce a framework for organizing extant social class research and draw attention to the institutionalization of social class distinctions in organizations. We also identify opportunities for scholars to engage understudied areas and to connect across paradigms. Overall, we hope to fuel future research and further organizational scholars’ understanding of this complex yet impactful phenomenon.

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