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Corporate Responsiveness (and Resistance) to Work‐Family Interdependence in the United States

Mark Maier (Assistant Professor and program co‐ordinator of Leadership and Organization Studies at the School of Education and Human Development, SUNY‐Binghamton.)
Cynthia Thompson (Baruch College Dr Thompson currently teaches undergraduate, MBA, and Executive MBA courses in Organizational Behavior, Human Resource Management, and Training and Development at Baruch College.)
Cher Thomas (California State‐Long Beach Dr Thomas is professionally involved as a teacher, researcher, and consultant and is a member of the Industrial‐Organizational Psychology faculty at California State University, Long Beach.)

Equal Opportunities International

ISSN: 0261-0159

Article publication date: 1 March 1991

Abstract

The statistics are certainly impressive: over the last two decades, women have made extraordinary advances into the managerial ranks of corporate America. From 1982 to 1983, for example, the number of female executives jumped from 1.4 million to 3.5 million (“More and more, she's the boss,” 1985, p. 64). In 1989, women accounted for 40% of all corporate managers in the United States — double the percentage just 15 years ago (“The mommy track: Juggling kids and careers,” 1989, p. 134).

Citation

Maier, M., Thompson, C. and Thomas, C. (1991), "Corporate Responsiveness (and Resistance) to Work‐Family Interdependence in the United States", Equal Opportunities International, Vol. 10 No. 3/4, pp. 25-32. https://doi.org/10.1108/eb010547

Publisher

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MCB UP Ltd

Copyright © 1991, MCB UP Limited