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Highlights Hong Kong’s many small but thriving businesses which provide most of the workforce (60 per cent) on the island. Investigates the effects of the SARS crisis and the economic turndown of 1997, following the handover to Chinese rule. Uses tables to show the local feeling on what is wrong and the possible solutions. Tries to show the various ways of an improvement in the fortunes of the young people via an educational bent.

Examines the managerial attitude of women managers in China and Hong Kong. Measures particularly their preference of managerial practices and identifies the key job motivators, vital management skills, and reasons for job promotion. Data were collected by a questionnaire survey method and the results reveal that the general practices of managers in China are not as mature as those in Hong Kong. In job motivation, findings show that Hong Kong women managers view their jobs in terms of career development, whereas the Chinese respondents seek immediate monetary reward. The mutually exclusive findings regarding management skills between these two groups are that Hong Kong managers concentrate on planning and Chinese managers concentrate on directing. However, results disclose that the reasons for job promotion for both groups are similar. In management practices, Hong Kong managers are more assertive than their Chinese counterparts.

Women Sales Managers Volume 11 Number 2 of The Journal of Business & Industrial Marketing includes an article by Alan J. Dubinsky, Lucette B. Comer, Marvin A. Jolson and Francis J. Yammarino entitled “How should women sales managers lead their sales personnel?”

This paper reports two studies involving data collected from 583 participants in Hong Kong and 121 participants in the People’s Republic of China (PRC), and examines the most popular compensation components offered by organizations to employees and participants’ perceptions regarding the five most important compensation components to retain and motivate people in Hong Kong and PRC, respectively. Results suggested that in Hong Kong, base salary, merit pay, year‐end bonus, annual leave, mortgage loan, and profit sharing were the most important factors to retain and motivate employees. In China, base salary, merit pay, year‐end bonus, housing provision, cash allowance, overtime allowance, and individual bonus were the most important factors to retain and motivate employees. Results are discussed in light of economic, geographic, and culture‐related factors.

The purpose of this study is to investigate the strategies that New Zealand chartered accountants use to combine work and family responsibilities, and to relate these strategies to chartered accountants' career success.

The study analysed qualitative career history data obtained from interviews with 69 male and female experienced chartered accountants.

A comprehensive work/family strategy typology for New Zealand chartered accountants was developed. The five types identified were Traditional Men, Traditional Women, Work First Women, Family Balancers, and Stepping Stone Men. In general, those who followed a male linear career model (Traditional Men and Work First Women) demonstrated higher levels of career success. Some notable exceptions showed that career success could be achieved by those with higher levels of family responsibilities, if the employing organisation does not demand rigid conformance with the linear career model.

The purposeful bias in the sample selection and the diversity in the interviewees' workplaces decrease the study's generalisability. But those factors contributed to the ability to identify a wide range of current work/family strategies.

The paper provides a basis for the accountancy profession to adapt to the feminisation of the profession and the increasing demands for work/life balance by developing policies and practices targeted at enhancing career progression for a more diverse range of work/family strategic types than is currently recognised.

There are no prior data describing the diversity in New Zealand chartered accountants' work/family strategies.