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This study will look at the relationship between norms on gender equality on the one hand and the level of gender equality in the political and socioeconomic sphere, the presence or absence of armed conflict, and general peacefulness on the other.

Data on gender equality norms from the World Values Surveys, political and socioeconomic gender equality from the Global Gender Gap Index, armed conflict from the Uppsala Conflict Data Base, and general peacefulness from the Global Peace Index are analyzed in a bivariate correlation.

The results show a significant association between norms on and attitudes toward gender equality and levels of political and socioeconomic gender equality, absence or presence of armed conflict, and level of general peacefulness.

There is no data base on norms on and attitudes toward the use of violence which is why only levels of violence are included in the study.

The study shows that governments, aid agencies, NGOs and others working on conflict prevention and peace building need to focus on improving gender equality in order to achieve a sustainable decrease in conflict levels and an improvement in general levels of peacefulness.

This study is original in that it looks at norms on gender equality on the individual level on the one hand and actual levels of both gender equality and violence in the society, including armed conflict on the other.

Based on the social role theory, role congruity theory and gender role conflict theory, this paper aims to investigate the mediating role of “relationship conflict” in the association between traditional gender role (TGR) endorsement and objective and subjective negotiation outcomes.

Two experimental negotiation studies (n1 = 138, n2 = 128) were conducted at a US university.

This paper presents three original and noteworthy findings: One, in mixed-gender negotiations, as a dyad’s TGR endorsement increases, final agreements become significantly more likely to favor men than women. Two, in mixed-gender negotiations, TGR endorsement is significantly associated with a decreased ability to establish a pleasant, mutually satisfactory and successful business relationship, resulting in a possible future economic cost due to lost opportunity. Three, the heightened relationship conflict during the negotiation mediates the negative association between TGR endorsement and women’s economic outcomes.

Empirical findings support social role theory, role congruity theory and gender role conflict theory. The use of a distributive negotiation case and laboratory research methodology may limit the generalizability of findings.

Findings about the detrimental effects of TGR in mixed-gender negotiations magnify the importance of becoming aware of our TGR orientations and their potential negative consequences on our long-term collaborations. Also, it is necessary to provide negotiation trainings to both genders with regard to gender-driven conflicts and offer tools to prevent or tackle such conflicts.

Negotiations are among the most consequential of social interactions as their results have a substantial impact on individuals’ careers and financial outcomes. Understanding the effect of TGRs is paramount to improve female representation, participation and effectiveness in management and leadership. Mixed-gender negotiations such as collective equality bargaining, workplace social interactions, work-life balance discourse are critical to establishing gender equality and fairness in organizations and societies.

Understanding how gender influences negotiation processes and outcomes and using the findings to improve both genders’ negotiation success are crucial to establishing fairness and equity in society and business. This research attempts to close a gap in the literature by focusing on the potential function of gender role orientation in explaining gender differences in negotiation.

Findings regarding the relationship between biological sex and job stress remain inconsistent. In the present chapter, we suggest that this is due to the overly simplistic and synonymous treatment of biological sex and gender. Specifically, researchers have operationalized gender as sex, neglecting the inherent complexity of the gender construct. To address this, we take a more nuanced approach and develop a theory around the effects of biological sex and gender on job stress, considering how sex, gender, sex-based prescribed gender roles and work roles interact to create role conflict. We predict that a lack of congruence between any of the aforementioned variables results in various types of role conflict, leading to stress, and requiring coping. Drawing on the literature on role conflict, emotional labor, and facades of conformity, we introduce the concept of gender façades as a coping mechanism. Theoretical and practical implications are discussed.

The purpose of this paper is to explore how male and female managers may regulate their workload differently in response to conflicting job‐home pressures. The main hypothesis is that female managers seek to reduce anticipated discord by investing less time in their work role. The paper investigates this postulated link between managers' gender and work‐family conflict via their workload, based on a conceptual model and within a Scandinavian context. The central argument is evaluated against a competing explanation of structural constraints, implying that female managers in stead of choosing reduced workloads are required to work less.

The paper is based on a large survey of Norwegian managers. The applied sample size is 2,195, with 1,740 men and 455 women. In addition to indicators of time‐based work‐family conflict the questionnaire contains detailed information on managers' individual background and positional characteristics. To trace direct and indirect influences of gender over different analytical stages, a step‐wise regression analysis is carried out.

Initial investigations document that female managers have a lighter workload, more frequently perceive glass ceiling constraints and less often experience work‐family conflict. Step‐wise regression analysis demonstrates that the effect of gender on job‐home tensions is mediated mainly by managers' workload, and is less related to the glass ceiling. This pattern is consistent with central hypothesis, still the alternative explanation cannot be totally ruled out.

This paper is limited to the Scandinavian setting at a single point in time.

It is important that employers recognize the need for more optimal time arrangements for women in higher‐level positions. In addition, female managers could benefit from support networks across work organizations.

This paper is among the first to examine the mediational processes by which gender influences work‐family interdependencies for managers, tracing indirect pathways as well as direct effects for alternative model specifications. A representative sample with a broad set of individual and positional characteristics in combination with a relevant regression approach provides credible and robust results.

The purpose of this paper is to investigate diversity conflict intersections and how the meanings of diversity markers such as gender and race might be transformed. It highlights the resources of South African women leaders in higher education institutions for doing so.

This study proceeds from a social constructivist perspective, seeking to uncover narrated conflict experiences via a hermeneutical approach.

Women leaders in South Africa experience diversity conflict across multiple intersecting diversity markers, such as gender, race, ethnicity and class. They are united by inner resources which, if utilized, might bring about transformation.

Intersectional approach to diversity conflict is a viable means for uncovering positive resources for transformation across intersecting diversity markers.

Practitioners wishing to overcome diversity conflict should identify positive resources across intersecting diversity markers. This way, organizations and individuals might bring about transformation.

In societal environment wherein one diversity marker is institutionalized on a structural level, such as race in South Africa, diversity conflict might be enlarged beyond its actual scope, thereby becoming insurmountable. This needs to be prevented.

This paper studies diversity conflict intersections in a highly diverse societal environment in organizations facing transformational challenges and from the perspective of women leaders.

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.

As the workforce becomes increasingly diversified, it becomes increasingly important for managers to understand the conflict resolution attitudes brought to information systems (IS) by both men and women. This research was designed to investigate assumptions that may exist regarding the relationship between gender and conflict resolution. Specifically, the intent of this study was to compare the conflict resolution strategies of males and females majoring in IS in order to determine if gender‐based differences exist.

The Thomas‐Kilmann Conflict Mode Instrument was utilized to assess the conflict resolution styles of 163 traditional‐age (18‐22) students enrolled in undergraduate IS courses at a large Midwestern university. Both ANOVA and t‐test analyses were utilized to investigate the relationship between gender and conflict resolution style.

Results of this study indicate that, when compared with their male counterparts, women are more likely to utilize a collaborative conflict resolution style and men are more likely to avoid conflict. As collaboration is generally considered more productive and avoidance more disruptive in the conflict resolution process, the study suggests that women may possess more effective conflict resolution attributes than their male counterparts.

The results of this paper lend support to the theory that an individual's gender may be related to the development of conflict resolution styles. These findings also support the premise that female students in IS are highly adapted with regard to their ability to work collaboratively (and thereby successfully) in situations where conflict is likely to occur.

This paper aims to explore the extent to which women’s entrepreneurship in conflict zones is an influential catalyst for liberalising traditionally conservative gender norms. This purpose is achieved by focussing on women entrepreneurs in Gaza and how they actively renegotiate their multiple gender roles and navigate the social order through entrepreneurship.

This paper adopts the interpretivist approach where individual in-depth interviews were conducted with 16 Palestinian women entrepreneurs operating in Gaza.

The findings demonstrate that the context of conflict itself and its impact on gender norms is a prime motivator for women to engage in entrepreneurial ventures. Some gender roles were constraining and other enabling women to initiate and sustain their ventures to contribute to their families’ well-being. In spite of the fact that the conflict context and entrepreneurship have contributed to enhancing the agency of women and their ability to navigate the conflict and its consequences, the gendered practices and assumptions are still used as guidance for legitimising women’s entrepreneurship.

This paper contributes to the gender and entrepreneurship literature by giving greater visibility to women entrepreneurs operating in conflict zones, which remain under researched. This paper also demonstrates how prolonged conflict instigates social and economic changes that can empower women entrepreneurs while simultaneously reinforcing gendered norms.

Examines a seemingly simple case of gender conflict by analysing the multi‐levelled, intra‐personal, interpersonal‐intergroup, and mass unconsciousness of gender conflict. Both process analysis and psychodynamic analysis are used to show that gender does not stand apart from other demographic diversity factors.

This study aims to provide a more detailed examination of the way conflict styles vary by organization level and gender.

The authors drew a stratified, random sample from a national database on the Thomas‐Kilmann Conflict Mode Instrument, selecting 200 fully‐employed men and 200 fully‐employed women at each of six organizational levels – from entry‐level positions to top executives. This design allowed them to test for linear and curvilinear relationships between style and organization level, as well as to compare gender differences in styles across organization levels.

Results showed moderate effect sizes for both organization level and gender, with negligible interaction effects. Assertiveness (competing and collaborating) increases monotonically at progressively higher organization levels, while unassertive styles (avoiding and accommodating) decrease. Compromising shows a curvilinear relationship to organization level, decreasing at both the highest and lowest levels. The strongest gender finding was that men score significantly higher on competing at all six organization levels. Thus, there was no evidence that conflict styles of men and women converge at higher organization levels.

The study provides a more detailed picture of conflict style differences by organization level and gender. Among other things, these differences suggest the usefulness of multiple sets of norms for conflict style instruments and the need for conflict training and team building to take into account the typical style patterns at a given organization level.