Women in management: a comparative cross‐cultural overview
By A. Omar, M. Davidson. 2001
176 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/559a130c1d82264a0b22b363f6362afe41f31abe
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The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
- Uma Jogulu
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Citations in the corpus
- Perceived organizational barriers to women's career advancement in Lebanon (2010, background): “, 2006), has led to only mild progression in women’s careers (Omar and Davidson, 2001).”
- The impact of gender, family and work on the career advancement of Lebanese women managers. (2011, background): “Accurate statistics on women in management in the developing world is limited ( Omar and Davidson, 2001”
- Do women in top management affect firm performance? Evidence from Indonesia (2013, background): “The number of women pursuing managerial career also significantly increases (Omar and Davidson, 2001).”
- Gender differences in leadership – believing is seeing: implications for managing diversity (2010, background): “They may also dispute the assumed separation of work and home environment, as rooted in a ‘‘male model’’ (Omar and Davidson, 2001).”
- A contextualisation of entrepreneurship (2006, background): “This reflects one of the paramount organising principles in many societies, that of gender, and just as it is a dominant factor in families, it is also reflected in the organisational structure of family business (Cromie and O’Sullivan, 1999; Omar and Davidson, 2001).”
- Board Diversity and Firm Performance: The Indonesian Evidence (2010, background): “Despite dramatic increase in number of women pursuing managerial careers (Omar and Davidson, 2001), women representation on the board of directors is generally low, including in developed economies.”
- The role of leadership theory in raising the profile of women in management (2006, background): “This is a markedly different style of leadership from the ‘‘aggressive, competitive and task-oriented’’ styles, more readily associated with male managers (Omar and Davidson, 2001, p. 40).”