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The paper addresses the influence of culture and gender on the choice of a management career among men and women MBA students in Israel, the USA, the UK, Turkey, Cyprus…
The paper addresses the influence of culture and gender on the choice of a management career among men and women MBA students in Israel, the USA, the UK, Turkey, Cyprus, Hungary and India. The culture by gender comparison enabled an examination of five theories: two that focused on culture (Hofstede's and an application of Schneider's ASA model) and three that focused on gender (evolutionary theory, social role theory and social construction theory). The five theories have contradictory predictions about the relative influence of culture and gender.
Seven hundred and forty‐seven MBA students (390 male and 357 female and approximately 100 in each country) responded to a self‐report measure that was assembled especially for the purpose of the study.
The findings showed large cross‐cultural differences and small gender differences in the influences and aspirations associated with a career choice in management.
The findings support Hofstede's research and social construction theory, which predicted the cross‐cultural differences. They provide some support for social role theory, which predicted both gender and cross‐cultural differences, and very limited support for evolutionary theory, which predicted large and universal gender differences, and for the application of Schneider's ASA model, which predicted no cross‐cultural differences.
The findings are important in light of the small percentage of women in top management positions and the view of an MBA as means for breaking through the glass ceiling into top management. The findings can be translated to recommendations for encouraging women's entry into management.
The purpose of this paper is to introduce the papers in this special issue and some issues surrounding choosing management as a career. A jointly developed questionnaire…
The purpose of this paper is to introduce the papers in this special issue and some issues surrounding choosing management as a career. A jointly developed questionnaire is also presented.
The paper is descriptive in nature.
It is crucial for researchers and practitioners to expand their perspectives to include other cultures and other theoretical perspectives beyond those offered by traditional vocational choice theories.
Understanding the antecedents, correlates and consequences of people's vocational choice to become managers will not only help researchers and practitioners and benefit managers, but will improve the understanding of career choice in general.