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  1. Show Me How to Do Like You: Co-mentoring as Feminist Pedagogy.Jane Rinehart, Rose Mary Volbrecht & Mary Jo Bona - 1995 - Feminist Teacher 9:116-124.
    Three professors reflect on the experience of creating a learning community of 22 students by linking courses in Literature and Ethics. The project demonstrates practical strategies for incorporating feminist scholarship and pedagogy into the core curriculum and for integrating core courses from diverse disciplines.
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  • The Ethics of Mentoring.Dennis J. Moberg & Manuel Velasquez - 2004 - Business Ethics Quarterly 14 (1):95-122.
    Abstract:Mentoring is an age-old process that continues to be practiced in most contemporary organizations. Although mentors are often heralded as virtuous agents of essential continuity, mentoring commonly results in serious dysfunctions. Not only do mentors too often exclude people different from themselves, but also the people they mentor are frequently abused in the process. Based on the conception of mentor as a quasi-professional, this paper lays out the ethical responsibilities of both parties in the mentoring process.
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  • "Sex" and "Gender": Two Confused and Confusing Concepts in the "Women in Corporate Management" Literature. [REVIEW]Shaheen Borna & Gwendolen White - 2003 - Journal of Business Ethics 47 (2):89 - 99.
    In this article we attempt to reduce the confusion surrounding the concepts of "sex" and "gender" in the literature of "Women in Corporate Management." We contend that the incorrect usage of these concepts not only creates confusion in the literature, but also casts a shadow over the research findings in this area. We offer specific recommendations for authors as means to reduce the confusion in future research.
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  • An Analysis of Glass Ceiling Perceptions in the Accounting Profession.Jeffrey R. Cohen, Derek W. Dalton, Lori L. Holder-Webb & Jeffrey J. McMillan - 2020 - Journal of Business Ethics 164 (1):17-38.
    Access to a deep pool of talent is essential to the success of every professional services firm. The supply of that talent is contingent upon the available rewards for the exercise of that talent, and both the existence of the potential rewards and the beliefs that individuals hold about the existence of the rewards affect the decision to remain in the field. One structural factor that may affect the judgment about whether to remain in a profession concerns promotions based on (...)
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  • Gender barriers to the female mentor – male protégé relationship.Regina M. O'Neill & Stacy D. Blake-Beard - 2002 - Journal of Business Ethics 37 (1):51 - 63.
    This paper explores gender barriers to the formation of the female mentor – male protégé relationship. The authors consider both physiological as well as social gender as a way to help understand the scarcity of these relationships. A number of gender-related factors are considered, including organizational demographics, relational demography, sexual liaisons, gender stereotypes, gender behaviors, and power dynamics. The paper concludes with directions for future research that will help provide further insights into the development and success of the female mentor (...)
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  • The Impact of the Dual Board Structure and Board Diversity: Evidence from Chinese Initial Public Offerings.Hisham Farag & Chris Mallin - 2016 - Journal of Business Ethics 139 (2):333-349.
    Chinese listed companies have a two-tier governance structure that comprises a supervisory board/committee and the board of directors. However, as there is no hierarchical relationship between them, the two boards are independent. This is different from the governance mechanism in Continental Europe in which the SB appoints the directors of the management board; in this sense, the Chinese two-tier governance structure is unique. We investigate the impact of governance characteristics and ownership structure on gender diversity of both the BoD and (...)
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  • Are Demographic Attributes and Firm Characteristics Drivers of Gender Diversity? Investigating Women’s Positions on French Boards of Directors.Mehdi Nekhili & Hayette Gatfaoui - 2013 - Journal of Business Ethics 118 (2):227-249.
    In this article, we examine the factors determining the representation of women on boards of directors by considering three main questions. The first question deals with the relationship between characteristics of ownership and governance on one side, and female directorship on the other. The second major question concerns the demographic attributes of women directors, such as nationality, foreign experience, educational level, business expertise, and connections to external sources. The third important question refers to women in senior positions on French boards (...)
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  • Gender equity, organizational transformation and Challenger.Mark Maier - 1997 - Journal of Business Ethics 16 (9):943-962.
    The concept of the "unlevel playing field" is critiqued for its tendency to take the prevailing masculinist managerial paradigm for granted. Rather than assume that both men and women should assimilate to corporate masculinity, feminist alternatives are suggested. The pervasiveness of the masculine ethic and the "myth of meritocracy" in organizations are reviewed, with the space shuttle Challenger disaster serving as a focal point to demonstrate the dysfunctionality of masculine management and the rationale for feminist-based organizational transformation to promote not (...)
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