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Discusses universities role in resolving gender problems and of combating “impoverished” learning. Argues that gender should be central to management development and education and proposes that gender should be placed high on the agenda to challenge traditional sex role stereotypes in students’ organizations. Proposes that because of problematic areas in educational environment these may not be conducive to women’s development managerially. States that women academics have to get to these management positions to challenge the status quo, but that the movement up the ladder of management responsibility is very difficult. Goes on to highlight the various supporting arguments and discusses these at length. Gives an example in management educationof gender on the agenda and details out the occurrences and effects. Concludes that the initiatives discussed should be taken on board business/management schools should begin to place gender firmly on the agenda‐increasing awareness of gender issues through the process.

Business/management schools may be currently using an exclusive approach to the study and development of management; by ignoring gender in this arena they are reinforcing the notion that women in management are invisible. Previous research suggests that there is a masculine bias in management education, which disadvantages both female and male learners and which may discourage managers from capitalising on gender diversity in the workplace. Discusses experiences of women academics and students in a business/management school and is based on the premise that change in management education will facilitate change in organisations. Therefore, rather than reinforcing the premise that management knowledge contributes to the maginalisation of women in management, argues that business/management schools should move to an inclusive approach, where management incorporates the experience and abilities of both men and women. Concludes by suggesting a number of initiatives to place gender on the agenda in business/management schools.

This chapter examines how structural factors related to gender, managerial level, and economic sector could impact the level of experienced person/role conflict in management based on a representative survey conducted among managers in Norway. Person/role conflict appears relevant for understanding emotions in organizations and is linked with emotional dissonance and emotional labor through theoretical and empirical considerations. Our findings reveal that the effect of gender remains significant when controlled for economic sector and managerial level. This indicates that experienced person/role conflict can be partially caused by perceived incongruity between internalized and gender role-related expectations as well as managerial role-related expectations.

This study aims to investigate whether chief executive officer (CEO) demographics are associated with gender diversity in senior management in the Scandinavia region.

The research design draws on multivariate cross-sectional analysis. The demographic characteristics examined are gender, age and education. A total of six hypotheses are developed and tested. The sample includes the largest 106 public firms from Denmark, Finland, Norway and Sweden.

Results show that firms with female CEOs have more women in senior management than other firms. However, neither age nor level of formal education of CEOs shows significant results, with the exception of CEOs holding MBA degrees, who are associated with fewer women in these positions. Interestingly, the association between educational background and gender diversity is principally driven by study-abroad experiences. Finally, results show that gender diversity in senior management has an important country component, whereas the industry component is negligible.

The relationship between managers’ demographics and gender diversity among subordinates is a relatively unexplored research issue, as previous works have focused on general comparisons between male and female managers. Furthermore, the Scandinavian context is particularly interesting as this region leads gender equality rankings.

This paper aims to challenge the cisnormative and binary assumptions that underpin the management and gender scholarship. Introducing and contextualising the contributions that comprise this special issue, this paper critically reflects on some of the principal developments in management research on trans* and intersex people in the workplace and anticipates what future scholarship in this area might entail.

A critical approach is adopted to interrogate the prevailing cisnormative and binary approach adopted by management and gender scholars.

The key finding is the persistence of cisnormativity and normative gender and sex binarism in academic knowledge production and in society more widely, which appear to have hindered how management and gender scholars have routinely failed to conceptualise and foreground the array of diverse genders and sexes.

This paper foregrounds the workplace experiences of trans* and intersex people, which have been neglected by management researchers. By positioning intersexuality as an important topic of management research, this paper breaks the silence that has enwrapped intersex issues in gender and management scholarship. There are still unanswered questions and issues that demand future research from academics who are interested in addressing cisnormativity in the workplace and problematising the sex and gender binaries that sustain it.

This study aims to underline the importance of addressing gender issues in family firms. It reinvigorates research in this field by revealing its current state, identifying research gaps and suggesting future agendas.

A bibliometric approach using a co-word analysis of 376 papers from the Web of Science database and their 885 keywords was performed to reveal the thematic structure of gender and family firm research, research topics, associations among them and their evolution over the last 30 years (1991–2021).

This review provides an extensive literature base and suggests research topics that facilitate the adoption of a gendered lens in family firm literature and business practice.

This review demonstrates how gender issues are intertwined with management, leadership and family firm approaches. Our observations inform scholars, policymakers and practitioners on the need to integrate gender issues into organizational culture and to connect empowerment strategies with the sociocultural environment.

This study shows the need to address women’s empowerment in business, considering different sociocultural contexts in addition to a Western focus. It also calls for embracing gender and feminist perspectives in research.

The purpose of this paper is to address the relationships between gender and management in the narratives of students. More specifically, the authors discuss how the discourse on management is mobilized as a discursive practice able to make some form of that activity thinkable and practicable: who can be a CEO? What kind of managerial competencies are attributed to men/women CEOs? What kind of moral order is expressed in the stories told?

Stimulus texts have been used to elicit narratives. Students were asked to complete a short story regarding a fictive managerial character, either female or male, whose performance and attitude they were asked to evaluate.

The paper discusses how the collected stories as a whole expressed a conception of what counts as a “good manager” and how management is gendered. In the analysis, the authors discuss whether and how the relationships between gender and management are changing, or the basic assumptions about “think manager-think male” are still valid. The paper illustrates a traditional positioning of gendered management along the lines of rationality vs care, and a third positioning in which the ideal of the “good manager” has both competencies.

The authors designed an alternative research strategy focused on how gender and management are discursively constructed within a context of economic crisis that affects management reputation. Particularly, the authors discuss the surprising results concerning how the written stories evaluating male CEOs distrusted the masculine way of managing and positioned the female managing style within a trustworthy context.

This paper aims to provide a critical perspective of how the theme of women, and more broadly gender, have been treated in extant international business (IB) literature. It also suggests meaningful and promising avenues in this research space.

This paper is not intended to provide a comprehensive literature review; rather, it offers a critical and reflective view on the development of the IB stream of literature in which discussion of women has been largely marginalised.

While women and gender have been topics of considerable discussion across a range of disciplines in the social sciences, they have received limited examination in the IB literature despite this discipline being most suitable for such, given its socio-cultural analyses across international borders and organisations.

Several themes are suggested as fertile future research avenues. These themes identify gaps in existing knowledge but, more importantly, also problematize prevailing views that IB scholars tend to hold about women and gender. The future research themes suggest that the very context of IB signifies the need for systematic gender analysis which might advance current understanding of women specifically and gender, more broadly, in the IB field.

This paper makes a salient and timely contribution to the IB field in providing an original, erstwhile unexamined critique of the marginal reflection on women and gender within extant IB research.

This paper aims to discuss the gendered dimensions of management control. Gender mainstreaming is a worldwide strategy for gender equality. The question raised in this paper is how a management control system functions under the pressure of mainstreaming gender into a core business.

The evidence stems from a case study at two Swedish Governmental public transport administrations. Interviews, observations of meetings and close reading of documents furnish this paper with data over a five-year period regarding the management control of the policy goal of a gender-equal transport system. The practice of management control for gender mainstreaming is studied by adopting sociological institutional theory and a gender perspective.

The management control system proves to hamper gender equality. In a technocratic core business, the control system fails to support gender mainstreaming. In this paper, the control of a gender-equal transport system results in a quantitative perspective on women and men instead of a qualitative gender perspective on the transport system.

This paper has practical implications both for accountants being involved in management control for gender mainstreaming and for all persons involved in promoting gender mainstreaming.

The paper contributes to the scarce literature from research with a gender perspective on management control systems. Being exposed to gender mainstreaming, the gender perspective discloses dysfunctional dimensions within the management control system.

The purpose of this article is to offer a multi-layered approach to gender topics in top management team research.

Recent empirical work on the role of gender diversity in top management teams will be reviewed and contrasted with gender and diversity theory.

The results show that gender diversity has often been operationalized and defined in a highly stereotypical fashion, strongly rooted in assumed biological traits (in particular male/female skills and aptitudes). This very simplistic assumption that men and women behave differently does not take into account gender and diversity theories, but simply reproduces gender stereotypes. As a result, a framework is presented that takes societal, organizational, group and individual variables into account to understand the impact of gender in top management positions.

The paper is a conceptual paper aiming at enriching scholarly work on gender and top management teams by considering several potentially gendered processes on different layers: society, organizations, groups and individuals.

This concept is the first to offer a fresh perspective on the intensively researched topic of gender and performance in top management. By overcoming the stereotypical view that the contributions of female and male managers are inherently different, the paper aims to enrich the scholarly debate on relevant top management characteristics, and furthermore ensure that discriminatory ascriptions to female and male managers are not reproduced through academic work.