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For: Syed J, Murray PA. A cultural feminist approach towards managing diversity in top management teams. Equal Opportunities International 2008;27:413-32. [DOI: 10.1108/02610150810882288] [Cited by in Crossref: 17] [Cited by in F6Publishing: 17] [Article Influence: 1.1] [Reference Citation Analysis]
Number Citing Articles
1 Ordway C. Gender equality achieved through crisis: Football Federation of Australia (now FA). International Journal of Sport Policy and Politics 2023. [DOI: 10.1080/19406940.2023.2188241] [Reference Citation Analysis]
2 Didier N. Does credentialism affect the gender wage gap? Evidence from Chile. Latin American Policy 2021;12:69-96. [DOI: 10.1111/lamp.12209] [Cited by in Crossref: 3] [Cited by in F6Publishing: 5] [Article Influence: 1.5] [Reference Citation Analysis]
3 Campuzano MV. Force and Inertia: A Systematic Review of Women’s Leadership in Male-Dominated Organizational Cultures in the United States. Human Resource Development Review 2019;18:437-69. [DOI: 10.1177/1534484319861169] [Cited by in Crossref: 8] [Cited by in F6Publishing: 8] [Article Influence: 2.0] [Reference Citation Analysis]
4 Shoreibah RA, Marshall GW, Gassenheimer JB. Toward a framework for mixed-gender selling teams and the impact of increased female presence on team performance: Thought development and propositions. Industrial Marketing Management 2019;77:4-12. [DOI: 10.1016/j.indmarman.2017.07.016] [Cited by in Crossref: 8] [Cited by in F6Publishing: 9] [Article Influence: 2.0] [Reference Citation Analysis]
5 Syed J, Tariq M. Paradox of gender and leadership in India: a critical review of Mardaani. SAJBS 2017;6:365-79. [DOI: 10.1108/sajbs-05-2016-0047] [Cited by in Crossref: 3] [Cited by in F6Publishing: 3] [Article Influence: 0.5] [Reference Citation Analysis]
6 Wijayawardena K, Wijewardena N, Samaratunge R. Compromising gender identities: Stay strategies of women in gender-atypical information technology firms in Sri Lanka. ITP 2017;30:246-64. [DOI: 10.1108/itp-01-2016-0012] [Cited by in Crossref: 5] [Cited by in F6Publishing: 5] [Article Influence: 0.8] [Reference Citation Analysis]
7 Adikaram AS, Wijayawardena K. What Happens to Female Employees in Skewed IT Project Teams in Sri Lanka? Revisiting Kanter. South Asian Journal of Human Resources Management 2015;2:37-57. [DOI: 10.1177/2322093715576161] [Cited by in Crossref: 4] [Cited by in F6Publishing: 4] [Article Influence: 0.5] [Reference Citation Analysis]
8 Kakabadse NK, Figueira C, Nicolopoulou K, Hong Yang J, Kakabadse AP, Özbilgin MF. Gender Diversity and Board Performance: Women's Experiences and Perspectives. Hum Resour Manage 2015;54:265-81. [DOI: 10.1002/hrm.21694] [Cited by in Crossref: 76] [Cited by in F6Publishing: 75] [Article Influence: 9.5] [Reference Citation Analysis]
9 Syed J, Van Buren HJ. Global Business Norms and Islamic Views of Women’s Employment. Bus Ethics Q 2014;24:251-76. [DOI: 10.5840/beq201452910] [Cited by in Crossref: 39] [Cited by in F6Publishing: 40] [Article Influence: 4.9] [Reference Citation Analysis]
10 Chatwani N. Looking Ahead: The Feminization of Leadership. Unveiling Women’s Leadership 2015. [DOI: 10.1057/9781137547064_12] [Reference Citation Analysis]
11 Huang J, Aaltio I. Guanxi and social capital: Networking among women managers in China and Finland. International Journal of Intercultural Relations 2014;39:22-39. [DOI: 10.1016/j.ijintrel.2013.09.002] [Cited by in Crossref: 28] [Cited by in F6Publishing: 25] [Article Influence: 3.1] [Reference Citation Analysis]
12 Maheshwari M. Experiences of Dilemmas to Gain 'Access to Entry' to Work: Insights from Women's Narratives. SSRN Journal. [DOI: 10.2139/ssrn.2442160] [Reference Citation Analysis]
13 Pio E, Syed J, Ali F. Contextual emotional labor: an exploratory of Muslim female employees in Pakistan. Gender in Mgmt: Int J 2013;28:228-46. [DOI: 10.1108/gm-01-2013-0007] [Cited by in Crossref: 14] [Cited by in F6Publishing: 13] [Article Influence: 1.4] [Reference Citation Analysis]
14 Appelbaum SH, Shapiro BT, Didus K, Luongo T, Paz B. Upward mobility for women managers: styles and perceptions: part 1. Ind and Commercial Training 2013;45:51-9. [DOI: 10.1108/00197851311296700] [Cited by in Crossref: 5] [Cited by in F6Publishing: 5] [Article Influence: 0.5] [Reference Citation Analysis]
15 Motsoaledi L, Cilliers F. Executive coaching in diversity from the systems psychodynamic perspective. SA j ind psychol 2012;38. [DOI: 10.4102/sajip.v38i2.988] [Cited by in Crossref: 13] [Cited by in F6Publishing: 13] [Article Influence: 1.2] [Reference Citation Analysis]
16 Khoreva V. Gender pay gap and its perceptions. Equal Div and Incl: An Int J 2011;30:233-48. [DOI: 10.1108/02610151111124969] [Cited by in Crossref: 9] [Cited by in F6Publishing: 9] [Article Influence: 0.8] [Reference Citation Analysis]
17 Adams SM, Gupta A, Leeth JD. Maximising compensation: organisational level and industry gender composition effects. Gender in Mgmt: Int J 2010;25:366-85. [DOI: 10.1108/17542411011056868] [Cited by in Crossref: 5] [Cited by in F6Publishing: 5] [Article Influence: 0.4] [Reference Citation Analysis]
18 Murray PA, Syed J. Gendered observations and experiences in executive women's work. Human Resource Management Journal 2009. [DOI: 10.1111/j.1748-8583.2009.00113.x] [Cited by in Crossref: 7] [Cited by in F6Publishing: 6] [Article Influence: 0.5] [Reference Citation Analysis]