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The purpose of this paper is to examine persuasion and personality variables as predictors of entrepreneurial intention in a cross‐cultural sample.

Undergraduates in the USA and the Republic of Ireland completed measures of personal efficacy, achievement motivation, ambiguity tolerance, attitudes toward entrepreneurship, and entrepreneurial intention.

The results suggest that the decision to become an entrepreneur comes about differently in different cultures. US participants appear to perceive entrepreneurship as a societally sanctioned and appropriate outlet for their achievement motivation. While achievement motivation correlated with entrepreneurial intention for the US participants, this result did not obtain for the Irish subjects. In both cultures, those who have come to believe that being an entrepreneur is consistent with their self‐image showed strong entrepreneurial intention independent of their other beliefs about entrepreneurship. This study suggests that recollections of positive interpersonal and mass media messages about entrepreneurship encourage entrepreneurial intention – but only for US participants. Other factors discussed in this report appear to mitigate the effect of such recollections for the Irish.

This study is part of a larger research program that includes following up on these participants at a later date. With longitudinal data, we will be able to track the relationship between stated entrepreneurial intention and later business startup.

This investigation compares factors influencing entrepreneurial intention in the USA and Ireland.

The purpose of this paper is to compare the extent to which the stereotype of “manager” aligns with the stereotype of “male” in the Continental United States (CUS) and Hawai’i.

In total, 176 male and 187 female business undergraduates in Hawai’i and the CUS were asked to describe either a manager, a male manager, or a female manager using the 92‐item Schein Descriptive Index.

Men and women in Hawai’i, and women in the CUS, did not report a strong “think manager  =   think male” bias, but male participants in the CUS did: These men described hypothetical female managers as comparatively obedient, submissive, timid, reserved, fearful, uncertain, passive, and interested in their own appearance. They rated male managers as relatively more firm, independent, persistent, self‐reliant, and having a high need for achievement.

The relative lack of a “think manager  =   think male” bias in Hawai’i is remarkable, since this bias is observed worldwide. Further investigation would confirm or clarify these findings.

Stereotypical views persist among some of our future business leaders, but are not universal. Educators and businesspeople should be aware of the strong “think manager  =   think male” bias still extant among male business students in the CUS.

Although the persistence of the “think manager  =   think male” stereotype is troubling, this stereotype is not universal. While past cross‐cultural investigations treat the US’ culture as homogeneous, we find significant regional differences with regard to managerial gender stereotypes.

This special issue honors the life and legacy of Michael J. Driver, a renowned scholar whose contributions to research on careers, decision‐making, and cognitive style made an indelible impact on these fields. His often‐groundbreaking work spanning more than 40 years impacted the lives of those whom he taught, mentored, consulted and collaborated with. Dr Driver's impact continues to be felt, as can be seen in the pages of this special issue, which highlights the Driver‐inspired research of several former students who later became colleagues.

Over the last four decades, Mike Driver has helped shape the way we think about and research careers and career‐related issues. To illustrate some of this impact, we provide a first broad retrospective of his life and career and then four articles – written by former students and colleagues of his – that build on Mike's work in careers, decision making and cognitive style. Reflecting on this collection allows the reader to take stock of Driver's research that is responsible for shaping some of the careers research that continues now and in the future.

As it would take several special issues to cover the breadth and depth of Mike's scholarly contributions, this collection of five articles is intended to showcase a sampling of Dr Driver's legacy. The articles – representing such fields as leadership, careers, entrepreneurship, and work‐family conflict – demonstrate the reach of Driver's work while providing new insights and offering new avenues for research and practice.

These articles are authored by individuals ranging from junior faculty to senior faculty, scholar to practitioner, and colleague to wife. Individually, each article contributes to our understanding of the many fields Driver's work influences. Together, this collection of articles provides important insights that it is hoped encourage even further research that informs career scholarship and its impact on the development of individuals and their careers within and beyond national boundaries.

The purpose of this paper is to present a retrospective of the career life of Michael Driver, from the time of his Princeton graduate studies and early faculty years at Purdue University through the over three decades he spent at USC.

The history and development of his theoretical and research interests are presented, as well as the many contributions he made to both management consulting and the education of MBA students. His 1970s role in the founding and development of the Careers Division of the Academy of Management and his contributions to career research are highlighted and illuminate one of the critical periods in the renewal of the field. His orientation towards complexity and integration stand out as characteristics that positively impact theory building and research.

Michael Driver's career life was one of depth, scope, growth, and continuity. As a humanist, he would want us to not only continue our pursuits to better understand the complexities of human behavior, but to integrate them into something more meaningful.

This retrospective provides insight into the history and development of Mike Driver's theoretical and research interests and underscores his many contributions. The essay also highlights the history of career studies during the renewal period of the 1970s and 1980s. Hopefully, Mike Driver's legacy will inspire younger scholars to extend the field and carry it forward.