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A number of studies show that women are underrepresented in positions of power and authority in the labour markets of Western societies. Comparative studies within this field are few, and based on data from the 1980s, showing larger gender differences in workplace authority in the Scandinavian countries than in English-speaking countries (especially the U.S.). In this paper we use data from the International Social Survey Programme 1997 to describe and compare the gender gap in managerial positions within the labour markets in the U.S. and Norway. We include a perspective on differences in managerial and national cultures in order to interpret our findings. The American society has been characterized as individualistic and contract-based with a strong market orientation and work ethics. Compared with this, the Norwegian culture is less individualistic and less market oriented, and more inclined to emphasize a norm about a balanced life between work, family and leisure. These cultural differences may help us understand why the gender policy in these countries historically have had divergent foci: The Americans have implemented a powerful policy of equal opportunities within the labour market, regarding family issues as private matters. The Norwegians have a long-term political goal of gender equality in all areas of the society, comprising work-family linkages with a strong emphasis on arrangements allowing family members (in particular women) to combine work and family life. However, it seems fair to say that Norway has been less successful in implementing a powerful policy of equal opportunities within the labour market, in particular within the private sector. The paper discusses some possible implications of the differences between the U.S. and Norway, with regard to women’s access to managerial power positions.

Adaptive capacity has commonly been defined as the “general ability of institutions, systems, and individuals to adjust to potential damage, to take advantage of opportunities, or to cope with the consequences” (http://www.greenfacts.org). Adaptive capacity is herein described as the ability to facilitate the process of adaptive team performance and the resulting outcome of team adaptation (see Stagl, Burke, Salas, & Pierce, this volume). More specifically, although often spoken of with regard to environmental and global changes, it is spoken of here with regard to the ability of individuals (and correspondingly teams) to recognize and understand contextual changes, dynamically revise and implement plans accordingly, and learn from each implementation so as to be better prepared in the future.

Managing diversity requires an understanding of culture. The majority of businesses have realised that competitiveness no longer stems from formal organisational structures but rather from the mindsets, competencies, and functioning of individuals who create, develop, and support the organisation and who frequently come from different cultural backgrounds. Understanding the essence of a culture, its components, variations, and how all these things effect the business and the managerial process is very beneficial for international managers. Businesses in global value chains need cross-cultural management practices to obtain a competitive advantage. Global value chains make it possible to benefit from the comparative advantages of other nations, and without cross-cultural management, these multinational corporations would be unable to carry on with their business operations. Although there are many explanations on global value chains in the literature, there is no study on the effect of different cultures in value chain management and how different cultures can be managed in global value chains.

In this chapter, the definition of the concept of culture, which is comprehensive and crucial in managing differences, will be depicted. Then, the concept of cross-cultural management will be emphasised and what cross-cultural management means and why and to what extent it is important will be explained. In addition, the impact of cross-cultural management in the inclusive global value chain will be discussed, emphasising the value chain analysis, how it emerged, its basic concepts, and its importance in the international context.

Through life stories and the unique lens of military combat service, this study analyzes how Israeli Jewish women construct their relationship to the Jewish nation-state.

This qualitative study establishes a theoretical relationship between gender and the nation, including concepts such as the nation-state, the public/private divide, Jewish womanhood, and militarization in Israel. It utilizes in-depth semi-structured life story interviews with 17 Israeli Jewish women, who served in combat roles in the Israeli military.

These women demonstrate ambivalent and gendered narratives of sacrifice and success and of loyalty and resistance as they transgress and comply with the idea of the national Jewish home. They reveal a strong desire for national belonging that can be seen as an attempt to challenge the gendered public/private divide and secure their status as qualified citizens.

Women’s integration in the military is a political issue in Israel where liberal and radical feminists, religious, bureaucratic, and other civil groups are pushing for contrasting demands. I engage in this debate by emphasizing the voices of women soldiers.

Instead of focusing on subjugation and marginalization owing to the unsolvable conundrum of partial military inclusion leading to (partial) political and societal exclusion, I offer an analysis of military combat service as a meaning-making practice providing a new understanding of Israeli women’s relationship to the Jewish nation-state.

Awareness of gender perspectives in the maritime sector has been growing in recent years. The International Maritime Organization (IMO) adopted the World Maritime Day 2019 theme of ‘empowering women in the maritime community’, inspiring maritime stakeholders to respond to this global initiative. The maritime sector has been traditionally characterised as male-dominated and women represented only 1.28 per cent of the total seafaring population in 2021. The majority of women seafarers work in catering and hotel sections on cruise ships and ferries, where women are stereotypically considered to be more suited than working in technical and operational sections on board ships. Despite the political and legal will to promote women in the maritime sector, this figure has not changed over the last 30 years. This chapter provides an overview of gender ratios in various maritime jobs which are based at sea, in ports, and on shore. The chapter also offers an account of how various barriers impede the attraction, recruitment and retention, and leadership of women in the maritime sector. Women working in the maritime sector may face sexual harassment and discrimination at training as well as in the workplace. Some shipping companies are hesitant to employ women as they perceive women as risk factors in a man’s world. In addition to cultural and legal barriers, there are structural barriers that de-value women as human capital through unequal investment and training opportunities. The chapter discusses the future of the maritime sector, in relation to automation, smart and green shipping, digitalisation and energy efficiency, and the challenges and opportunities this presents for women. Furthermore, the COVID-19 pandemic has significantly affected the sector and its workers. In order to build a transformative and resilient maritime industry, gender equality is the key to driving success in this transition and it is necessary to mainstream gender in every step of designing and implementing new processes for the future maritime sector.