Project management: different gender, different culture?

Author:

Cartwright Susan,Gale Andrew

Abstract

Considers the gendering of organizations and contends that gender, as a dimension of organizational culture, is a factor responsible for the limited participation of women in project management. Continues the argument presented in an earlier article published in this journal and proposes an agenda for future research in this area.

Publisher

Emerald

Subject

Organizational Behavior and Human Resource Management,Business, Management and Accounting (miscellaneous)

Reference23 articles.

1. Alimo‐Metcalfe, B. (1993), “Women in business and management – the United Kingdom ”, in Davidson, M.J. and Cooper, C.L. (Eds), European Women in Business & Management, Paul Chapman, London.

2. Cartwright, S. and Cooper, C.L. (1989), “Predicting success in joint venture organizations in information technology – a cultural perspective”, Journal of General Management, Vol. 15, pp. 39‐52.

3. Cartwright, S. and Cooper, C.L. (1992), Mergers & Acquisitions: The Human Factor, Butterworth & Heinemann, Oxford.

4. Deal, T. and Kennedy, A. (1982), Corporate Culture: The Rites and Rituals of Corporate Life, Penguin Business, London.

5. Ferrario, M. (1990), “Leadership styles of British men and women managers”,unpublished MSc dissertation, University of Manchester Institute of Science and Technology, Manchester .

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