Abstract
The reasons companies give for choosing to include women along with their male managers, how they expect women to contribute once hired, and the levels at which women managers are invited to contribute have been changing rapidly, but subtly, over the last fifty years. Companies' expectations have varied depending on their assumptions about the value to the company of diversity, the value to the company of men's and women's unique contributions, and to belief, or lack thereof, of the possibility of positive synergies. This article explores these issues in the context of global management.
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