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“Which advertisement fits reality?” asked Pamela Butler, researcher into gender communication. The top ad represents selected adjectives used to describe feminine characteristics in the Bern Sex Role Inventory (BSRI), a psychometric testing instrument, while the bottom ad represents so‐called masculine personality characteristics. The ads were adapted from Butler's advertisements for “Insurance Executives” in Self‐Assertion for Women.

As globalization intensifies, the need for tapping the capabilities of corporations’ human resources, gecome more paramount. To this end, businesses cannot afford to have their most important resource, their people, hampered by attitudes that detract from their abilities to perform at their best. This is especially relevant when there may be a misconception that being male is synonymous with management competency. The focus of this research was on exploring the attitudes towards women managers in the United States and Poland. Questionnaires were distributed to two groups of individuals within each nation, professionals and graduating business students or “future managers”. There were 157 and 295 usable responses from Poland and the United States, respectively. The results indicate that Polish women may have more negative attitudes to overcome in becoming managers in comparison to the US counterparts. Perhaps more disconcerting is the potential that “future managers” in Poland may have even more negative attitudes toward women as managers.

Wanted: Manager Affectionate, childlike person who does not use harsh language, to head our administrative division. We want someone who is cheerful and eager to sooth hurt feelings. The position requires gullibility. This is the perfect job for the tender, yielding individual. Wanted: Manager Competitive, ambitious person with leadership ability to head our administrative division. We want someone who is dominant and self‐sufficient. The position requires strong analytical ability. This is the perfect job for a self‐reliant, independent person.

This paper aims to investigate factors affecting small business owner/managers' adoption of country‐specific business websites.

A survey questionnaire was sent to a selected sample of 300 small businesses in the Northwest of England. In total, 55 responded with complete and usable answers, representing a response rate of 18.33 per cent.

The results indicate that perceived usefulness and perceived ease of use positively affect the adoption of country‐specific business websites. Furthermore, perceived company image in a foreign market and perceived transaction benefits were found to be significant antecedents of the perceived usefulness of country‐specific business websites.

The research sample is relatively small, and limited to small businesses located in the Northwest region of the UK. Emergent results are not necessarily representative of the wider small business population of the UK.

The results of this research study would be of benefit to owner/managers who intend to expand into international niche markets by adopting country‐specific business websites.

This paper extends the theoretical framework of the website acceptance model (WAM) in the context of small businesses, by distinguishing two factors that influence the perceived usefulness of having a country‐specific website.

The objective of the current study was to determine if stereotypical perceptions of women as managers existed among men and women in two different cultural settings, the U.S. and Chile. Using the Women as Managers Scale (WAMS), 412 participants from the U.S. and Chile responded to questions about their perceptions of women performing managerial roles and tasks. Gender and culture effects were identified at both the multivariate and univariate levels.1 The results showed that male subjects in both cultures had more stereotypical and negative perceptions of women as managers than did female subjects, and the U.S. participants (both male and female) had more positive and less stereotypical perceptions of women as managers than the Chilean participants. Implications for research and practice in cross‐cultural and international management are discussed.

The purpose of this paper is to examine how men and women sex stereotype managerial positions and how they view women in managerial roles in Egypt and the USA, in order to provide meaningful cross‐cultural comparisons.

The study uses surveys that utilize the Schein descriptive index and the women as managers scale (WAMS) to compare perceptions on women in managerial positions in Egypt and the USA. The sample consists of 553 Egyptian and 324 American management students.

The results show that in the Egyptian sample both males and females held negative views of women managers. However, in the US sample, women held more favourable views of women managers than did their male counterparts. In the Egyptian sample the English section female students had a more positive perception of female managers than their Arabic section counterparts.

The sample is limited to management students in Egypt and the USA. The Middle East includes countries with different cultures, such as Israel. About 10 percent of Egypt's population are Christians who do not necessarily share the same cultural beliefs as the country's Muslim majority.

The paper helps donor countries better direct their aid programs when it comes to promoting gender equality and championing women's rights in the Middle East.

Our contribution was to study the perceptions of female leaders in Egypt, an Arab, Muslim, Middle Eastern country. The gender research on countries with conservative cultures, such as Egypt, is an area that remains mostly unexamined. Our study aims to provide researchers and practitioners with a better understanding of the position of Egyptian women in management.

The purpose of this research is to determine if stereotypical perceptions of women as managers exist between men and women in three countries: the USA, China, and Chile. Based on the extant literature, hypotheses were developed and tested.

Participants in the study were students enrolled in degree programs. The data were collected from the USA, China, and Chile using the “Women as Managers Scale”. The study explores attitudinal dimensions. Further, gender and country effects were identified at both multivariate and univariate levels.

The findings show that stereotypical perceptions of women as managers exist between men and women in the USA, China, and Chile. US and Chilean men had more positive perceptions of women as managers than Chinese men. Chinese men and women displayed the lowest perceptions of women as managers.

The results of this study offer useful insights for international managers on the perceptions of women as managers in three distinct countries. Implications for research and practice in international management shed additional light on this important topic.

The purpose of this paper is to deal with the attitudes towards women as managers, and the leadership style that women managers adopt. By replicating a study that was conducted in 1990, it is intended to explore how things have changed during the last 15 years, in terms of attitudes towards women in management, as well as in terms of the leadership style that each gender tends to apply at work.

A longitudinal survey, first run in 1990 and repeated in 2006, with a similar to the original sample of 229 Greek middle managers. Three very popular research scales are used to study the phenomenon: the women as managers scale, the satisfaction with the supervisor and the Likert four types of leadership styles.

The 2006 initial findings indicate greater presence of women in managerial positions, and relatively stable attitudes towards women as managers. Satisfaction with supervisor does not appear to be significantly correlated with the managers' gender, while, at the same time, no significant difference appears to exist between the leadership styles that male and female managers adopt.

This research is unique in drawing on cross‐time, large pool of data, to support the existence of persisting effects in the attitudes towards women as managers, as well as the effect of gender on the satisfaction with supervisor.