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About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
The use of the Decision Styles Inventory (DSI) is described in two different organisational development contexts. The first was at the organisational level, while the second was at the individual level. The results demonstrate the flexibility of the DSI as an organisational and personal development tool.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
Abstract
This article reports the results of a study of 108 males and 108 female business managers conducted in Autumn 1983in the Los Angeles area. In addition to demographic data, subjects completed a personal values test and a decision style test. No significant differences were found between the two populations with the exception of salary, with the male managers earning 14 per cent more than the female managers. The gap in salaries between male and female managers appear to be about half of that between male and female workers, usually reported as being between 30 and 40 per cent.
This article presents empirical data on such questions as, will the business person of tomorrow be more honest than the business person of today? Are women more ethical than men? Will the increasing entry of women into business and managerial respon‐sibility have any impact on ethical behaviour in business?
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