Written by Marc Oliveras

Article 4, Volume 1 Issue 2:

What makes a woman to choose to work in a family company instead of a looking for a position in the work market or creating her own company?: a literature review

Anna Akhmedova, Rita Cavalloti and Frederic Marimon

DOI: 10.26595/eamr.2014.1.2.4

Abstract


Despite seeming attractiveness to women, family firms fail to attract females to high-level positions. Previous research was citing primogeniture, daughter invisibility and role incongruity among possible explanations. However, recent studies suggest that such “barriers to leadership” cannot statistically explain existing gap. Most of research loses sight that professionals with family business background have diverse career options and succession is only one of them. A review of literature on succession showed that men and women have slightly different understanding of extrinsic and intrinsic benefits and different valuing of transcendent motives. Furthermore, men and women perceive abilities and chances to success as a function of social experiences, which partially explains underrepresentation. In general, the literature on successors’ motivation is scarce and inconclusive. This research area will gain from empirical studies – both quantitative and qualitative, using humanistic and cognitive frameworks to study career intentions of young professionals and female incumbents of family firms.

Keywords


  • Gender
  • Succession
  • Family firms
  • Career motivation

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Written by Marc Oliveras

Article 1, Volume 1 Issue 1:

Strategic management decisions in power positions to achieve business excellence in small service businesses: does gender matter?

María del Mar Alonso-Almeida and Kerstin Bremser

DOI: 10.26595/eamr.2014.1.1.1

Abstract


The paper presents the results of a 2009 survey of 136 Spanish small service businesses. Male and female owners of travel agencies were interviewed to indicate their crisis readiness and measures taken to confront the crisis. Gender based differences in strategic decision-making were detected. Whereas men and women were equally successful to overcome the crisis, their strategies differed. Women were on average significantly younger, employed measures focusing on price, kept social measures intact and employed to a lesser extent drastic measures to reduce costs (layoffs, dismissals). Men used drastic measures most. The differences in strategic choice can be attributed to a gender specific leadership style.

Keywords


  • Gender
  • Crisis management
  • Tourism
  • Small services
  • Decision-taking

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