In this study we examine the role of socially constructed gender stereotypes in entrepreneurship and their influence on men and women's entrepreneurial intentions. Data on characteristics of males, females, and entrepreneurs were collected from young adults in three countries. As hypothesized, entrepreneurs were perceived to have predominantly masculine characteristics. Additional results revealed that although both men and women perceive entrepreneurs to have characteristics similar to those of males (masculine genderrole stereotype), only women also perceived entrepreneurs and females as having similar characteristics (feminine gender-role stereotype). Further, though men and women did not differ in their entrepreneurial intentions, those who perceived themselves as more similar to males (high on male gender identification) had higher entrepreneurial intentions than those who saw themselves as less similar to males (low male gender identification). No such difference was found for people who saw themselves as more or less similar to females (female gender identification). The results were consistent across the three countries. Practical implications and directions for future research are discussed.

Purpose – Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through a process of “muddling through”. Although evidence suggests that 70 per cent of business process reengineering programmes have failed due to lack of alignment with corporate change strategy, the question of alignment of workflow redesign with the organizational change process has not received adequate attention. The purpose of this paper is to provide a framework for managing organizational change in a structured manner during workflow redesign, a perspective missing in the literature on business process management (BPM) implementation. Design/methodology/approach – This paper attempts to integrate the 8-S dimensions of Higgins model across the different phases of workflow redesign to develop a process framework of managing organizational change during BPM workflow redesign. As an exploratory study the paper draws on existing literature on BPM and change alignment to conceptualize an alignment framework of associated managerial activities involved during different phases of BPM workflow redesign. The framework is evaluated against two case studies of business process implementation to substantiate how lack of alignment leads to failure in BPM implementation. Findings – The paper provides a conceptual framework of how organizational change should be managed during BPM implementation. The model suggests the sequence of alignment of the 8-S dimensions (Higgins, 2005) with the different phases of the workflow redesign and identifies the role of the managerial levels in the organization in managing the alignment of the 8-S dimensions during business process change. Practical implications – This framework would provide managers with an execution template of how to achieve alignment of the workflow redesign with the 8-S dimensions thus facilitating effective organizational change during business process implementation. Originality/value – This paper proposes a process model of how organizational elements should be aligned with the workflow redesign during business process change implementation. No such model is available in BPM literature proposing alignment between hard and soft factors.

We examine gender-role stereotypes in entrepreneurship and their relationship with entrepreneurial intentions. We found that entrepreneurs are perceived to have predominantly male characteristics, though, women also perceived entrepreneurs and females as having similar characteristics. Perceptions of similarity of oneself to males were found to be related to entrepreneurial intentions.

PurposeThe extant literature on leadership in the Arab world reflects the traditional bias of leadership being a male domain. Arising out of a patriarchal social structure, men assume leadership in organizations while women are often confined to work at home. The purpose of this paper is to investigate the emergence of women leaders in UAE organizations by going beyond biological sex role biases to identify leadership as masculine or feminine gendered role stereotypes in organizations.Design/methodology/approachThe data collected over two periods comprised two sets of Schein Descriptive Index (SDI) together with those of leadership intention and behaviour style; correlations thereof were computed to test hypotheses constructed from the literature.FindingsThe findings indicate that within organizations in the UAE, employee feedback highlights gender‐role stereotypes as defining leadership roles, rather than individual biological sex and their traditional family and social role. The findings reveal that in the UAE, gender stereotypes influence leadership intention and behaviour rather than individual biological sex and related traditions. Accordingly, women leaders having higher proportions of “agentic” characteristics of male gender stereotype together with lower proportions of “people orientation” of female gender stereotype, which makes successful leaders in the UAE break the proverbial “glass ceiling”. This explains the emergence of an increasing number of women leaders in the UAE.Research limitations/implicationsGeneralizability of the findings is limited by non‐representation of countries with high gender egalitarianism, as well as the geographical limitation of the study to the UAE only. In the context of traditional male‐dominated organizations in the UAE, the findings on gender‐role stereotypes of leaders in these organizations cannot only help organizations take informed decisions in choosing leaders without the “glass ceiling” biases, but can go further to identify and nurture potential leaders, including women leaders, within organizations. These findings are of considerable significance to the Middle East and the Arab world in general, in the wake of the developments witnessed there.Originality/valueThe paper explains women leadership in organizations in the UAE, a part of the Arab world of the Middle East, from the perspective of gender‐role stereotypes, as opposed to traditional sex‐role biases, to bring women leaders there into the mainstream gender literature.

The purpose of this research is to examine country institutional profile for encouraging entrepreneurial activity in two developmental states: South Korea and United Arab Emirates. Data was collected from business students in the two countries to examine the favorability of their institutional environment for entrepreneurship. Confirmatory factor analysis indicated high reliability, construct validity and internal consistency for the Korean and Arabic language versions of the questionnaire instrument in the respective countries. Results revealed important cross-national differences between the two countries in the regulatory, cognitive and normative dimensions of the institutional environment. Implications, limitations and future research directions are discussed.