Table of Contents

Handbook on Women in Business and Management

Handbook on Women in Business and Management

Elgar original reference

Edited by Diana Bilimoria and Sandy Kristin Piderit

This comprehensive Handbook presents specially commissioned original essays on the societal roles and contexts facing women in business and management, the specific career and work–life issues of women in these fields, organizational processes affecting women, and the role of women as leaders in business and management. The essays shed light on the extant structures and practices of society and organizations that constrain or facilitate women’s representation, treatment, quality of life, and success.

Chapter 15: One World: Women Leading and Managing Worldwide

Nancy J. Adler

Subjects: business and management, business leadership, diversity and management, gender and management


Nancy J. Adler ‘The best reason for believing that more women will be in charge before long is that in a ferociously competitive global economy, no company can afford to waste valuable brainpower simply because it’s wearing a skirt.’ A. Fisher, Fortune Magazine (1992) ‘For all practical purposes, all business today is global’ (Mitroff, 1987: ix). Whereas the twentieth century began the transition to a global economy, the twenty-first century’s worldwide interconnectivity of societies and economies is unprecedented. New York Times editorial columnist Thomas Friedman (2005a, 2005b) now baldly states that ‘the world is flat’. Management scholar Ian Mitroff (1987: x) warns leaders from all sectors that ‘Those individual businesses, firms, industries, and whole societies that clearly understand the new rules of doing business in a world economy will prosper; those that do not will perish.’ Global competition is forcing executives to realize ‘that if they and their organizations are to survive, let alone prosper, they will have to learn to manage and to think very differently’; they will have to learn to manage and to think globally (Mitroff (1987: x). While companies craft increasingly integrated global business strategies, individuals are being forced to reassess their career possibilities and trajectories from a worldwide perspective. Skills, standards of excellence, opportunities and competitive threats are no longer relative to the firm next door or neighboring communities; they too have become irrefutably global. Being the best performer locally no longer guarantees a promotion, nor even that one’s job or company will exist...

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