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This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values.

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PurposeLabeling women as risk‐averse limits the positive benefits both women and organizations can gain from their risk taking. The purpose of this paper is to explore women's risk taking and reasons for stereotype persistence in order to inform human resource practice and women's career development.Design/methodology/approachThe paper draws on literature about gender and organizations to identify reasons for the persisting stereotype of women's risk aversion. Utilizing literature and concepts about risk appetite and decision making, the paper evaluates results of the Simmons Gender and Risk Survey database of 661 female managers.FindingsThe paper finds evidence of gender neutrality in risk propensity and decision making in specific managerial contexts other than portfolio allocation.Research limitations/implicationsMore in‐depth research is needed to explore the gender‐neutral motivators of risk decision making and to explore risk taking in a more diverse sample population.Practical implicationsThe paper explores why women's risk taking remains invisible even as they take risks and offers suggestions on how women and organizations may benefit from their risk‐taking activities.Originality/valueThe paper synthesizes evidence on risk taking and gender, and the evidence of female risk taking is an important antidote to persisting stereotypes. The paper outlines reasons for this stereotype persistence and implications for human resource development.

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We explore factors associated with employee adjustment to virtual work. In particular, we explore structural factors (i.e., work independence and evaluation criteria) and relational factors (i.e., trust and organizational connectedness) as predictors of adjustment to virtual work. Additionally, we explore age, virtual work experience and gender as moderators of the relationships. We find that structural and relational factors are important predictors of adjustment and that the strength of the relationship is contingent upon individual differences. We explore the implications of these findings for future research and for practice.

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