Different yet equal

Supporting Women's Career Advancement: Challenges and Opportunities

Volumn , Issue , 2005, Pages 332-346

  Rutherford, Sarah ^a  

^a Schneider Ross Ltd   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33748299939     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4337/9781845423452.00025     Document Type: Chapter

References (11)

1. Babcock, L., Laschever, S., Gelfand, M. and Small, D. (2003), ‘Nice girls don’t ask’, Harvard Business Review, October, 11-12.
2. Catalyst and Conference Board (2001), Women in Leadership: A European Business Imperative, New York: Catalyst.
3. Catalyst and Opportunity Now (2000), Breaking the Barriers: Women in Senior Management in the UK, New York: Catalyst.
4. Hearn, J. (1994), ‘Changing men and changing management: social change, social research and social action’, in M. Davidson and R. Burke (eds), Women in Management - Current Research Issues, London: Paul Chapman, pp. 192-209.
5. Rigg, C. and Sparrow, J. (1994), ‘Gender, diversity and working styles’, Women in Management Review, 9 (1), 9-16.
6. Roper, M. (1994), Masculinity and the British Organisation Man since 1945, Oxford: Oxford University Press.
7. Rutherford, S. (1994), ‘Organisation culture, patriarchal closure and management style’, PhD thesis, Bristol University.
8. Rutherford, S. (2001), ‘Any difference? An analysis of gender and divisional mangement styles in a large airline’, Gender, Work and Organization, 8 (3), 326-44.
9. Sheridan, A. and Mitgate, G. (2003), ‘She says, he says: women’s and men’s views of the composition of boards’, Women in Management Review, 18 (3), 132-46.
10. Wacjman, J. (1998), Managing Like a Man: Women and Men in Corporate Management, Cambridge: Polity Press.
11. Wahl, A. (2000), ‘Surplus femininity’, paper presented at the Gender, Work and Organisation Conference, Manchester, 9-10 January 1998.