Call for Papers: Special Issue of ‘Journal of Management & Organizations’

Call for Papers: Special Issue of ‘Journal of Management & Organizations’
“Contextualizing diversity within Islam: Interpretations, understandings and implications for management and organizations”
Guest editors:
Jawad Syed, University of Huddersfield, United Kingdom
Edwina Pio, Auckland University of Technology, New Zealand
In the mainstream academic literature as well as media, the Islamic faith and Muslims are often presented as a monolithic religion, ignoring the internal diversity or heterogeneity on the basis of denomination, ethnicity, gender and religious practice. While there are two broad sects within Islam, i.e., Sunni and Shia, the diversity within Islam is much more nuanced and heterogeneous and can be traced to different interpretations of the texts, opinions of narrators, jurisprudence and different milieus where such interpretations are enacted. Thus, for example, interpretations, geographical location and culture intersect in how gender practices such as the veil/hijab and segregation and injunctions on other matters such as inheritance, commerce, religious taxes, leadership and treatment of religious and ethnic minorities are proclaimed, legislated and endorsed (e.g., Moghadam, 1994; Warde, 2000). Yet, scholars signal the need to carefully contextualize research by situating management and organizations within contextualized perspectives, levels of analysis and multiple levels of relationships (Härtel & O’Connor, 2014).

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AOM 2016 PDW: Gender, Generations and Leadership: Insights from South Asia


Scholars have described the global leadership literature as western-centric (Arvey et al., 2015), age-blind (Spisak et al., 2014) and male-dominated (Kyriakidou, 2012; Syed & Murray, 2008). This PDW aims to address these gaps by providing an unconventional non- western perspective (Bamberger & Pratt, 2010) and incorporating intersectionality in gender and/or generational issues (Shields, 2008). We selected South Asia because of its richness, complexity and the rapidly transitioning organizations that have important implications for leadership (Khilji, 2013). The overarching goal of the PDW is to energize the global leadership field as well expand its theoretical significance by focusing upon gender and generational aspects (Glynn & Raffaelli, 2010). We present research from Bangladesh, India, Pakistan and Sri Lanka with the purpose of stimulating debate and to begin to create new opportunities for future research in this area and context. We bring together five presenters from three continents (i.e. North America, Europe and Asia) to discuss a range of issues, including the relevance of resourcefulness for female entrepreneurial leaders, prevalence of paradoxes and role conflicts in women leaders’ lives, importance of gender identity, the need for effective leadership development programs for women and younger emerging leaders, and the strategies that women leaders use to overcome discrimination. Following the presentation of research, we will use an interactive discussion format. We believe that the PDW is an excellent opportunity to present ideas and develop research questions that broaden the leadership and gender debate, which are specifically relevant to a ‘new wave” of global leadership research.

WORKSHOP PARTICIPANTS PDW Organizers (Discussion Facilitators):

Shaista E. Khilji, The George Washington University, USA (
Jawad Syed, University of Huddersfield, UK (
Mary Sully de Luque, Arizona State University, USA (

Presenters (*) and Co-author Participants:

Presentation # 1: Gender and Entrepreneurial Leadership: Insights from Pakistan.
By: Khizran Zehra* & Huriye Aygören, Jönköping University, Sweden ( &

Presentation # 2: Gender, Gender-Role Orientation, and Leadership
By: Samina Saifuddin*, Carleton University, Canada (

Presentation # 3: Exploring the Antecedents of Indian Women Leadership Pipeline: A Dyadic Perspective By: Sumita Datta* S.P. Jain Institute of Management & Research, India (; Upsana Agarwal, NITIE, India ( )

Presentation # 4: Generations in India and Sri Lanka: Male and female differences in attitudes towards women, stress behaviors and work/family conflict By: Ranjan M.J. George, Simpson University, (; Edward F. Murphy, Jr.*, Embry Riddle Aeronautical University, (; Regina A. Greenwood, Nova Southeastern University, (; Julia A. Teahen, Baker College, (, & Arnel Onesimo Uy, De La Salle University, (

Presentation #5: South Asian Muslim women and leadership at work in the UK By: Memoona Tariq (; Jawad Syed (, University of Huddersfield, UK

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Call for Papers – “Gender, Generation and Leadership: Insights from South Asia”

Special issue call for papers from South Asian Journal of Global Business Research

“Gender, Generation and Leadership: Insights from South Asia”

Guest Editors
Shaista E. Khilji
Jawad Syed
Mary Sully De Luque


Global leadership has served as a hallmark topic in leadership research for the past few decades, in response to an unprecedented growth of international firms and markets (Ajarimah, 2001; Caligiuri, 2006; Gentry et al., 2014; Khilji et al., 2010; Mendenhall et al., 2012). However, scholars have described it as a western-centric (Arvey et al., 2015), seemingly age-blind (Spisak et al., 2014) and male-dominated (Kyriakidou, 2012; Syed & Murray, 2008) field. The intersectional effects of gender, age and other forms of identity remain relatively under-explored in the leadership literature. Arvey et. al. (2015) note that western scholars and western data predominantly drive global leadership research. To energize this field and add to theoretical significance (Glynn & Raffaelli, 2010), it is important to examine global leadership and its interplay with gender and inter-generations in non-western or ‘unconventional’ contexts (Bamberger & Pratt, 2010; Khilji & Rowley, 2013; Scandura & Dorfman, 2004; Steers et al., 2012).

For the past two decades, South Asia has attracted greater interest among business leaders, politicians and academics alike. It has become one of the most dynamic and fast-growing regions in the world, which many multinational companies consider as an important strategic growth market for their business activities, as they invest in local production facilities and integrate domestic companies into their value chains (Khilji, 2012; Khilji & Rowley, 2013). Goldman Sachs (2011) predicts continued development in the region- as India is likely to emerge as world’s second largest economy by 2050, and Bangladesh and Pakistan have a high potential of becoming two of the world’s largest 11 economies (referred to as Next-11) in the 21st century, along with BRIC, (Goldman Sachs, 2011). Recently, Pakistan has attracted US$ 46 billion of investment from China, which is expected to boost Pakistan’s socio-economic development (CNN Money, 2015; The Wall Street Journal, 2015).

From a generational perspective, leadership literature has paid relatively less attention to age (Spisak, et al., 2014). Age remains an important issue within South Asia context given the population growth and demographic mix in that region. In stark contrast to many developed countries, South Asia has a significantly younger population that is continuing to grow. If qualified and skilled, then this population is likely to be in high demand in future global labor market (Khilji, 2012; Khilji & Keilson, 2014). Recent reviews of national talent development initiatives indicate that South Asian countries, particularly Pakistan and Bangladesh, are acutely aware of a long standing ‘leadership deficit’ there, with many reports indicating that the young have a growing level of anxiety about renewal of leadership (Khilji & Keilson, 2014; Masood, 2013). To address this, respective governments have implemented a wide range of leadership development initiatives. Further, scholars have also argued that the Indian subcontinent –given its fast changing environment and resource constraints – should serve as a training ground for future global leaders (Khilji & Rowley, 2013; Power, 2011). In sum, there is a necessity to learn more about leadership in and from South Asia, because demographically and contextually, South Asia is likely to exert significant influences on global leadership research and practice. Specifically, examining South Asian generational views on leadership is likely to offer new insights for future theory and practice of leadership (Pio & Syed, 2014).

From a gender perspective, the leadership field is strongly focused on, and influenced by, men. Some scholars have even argued that the term leadership is “conventionally constructed in masculine terms” (Kyriakidou, 2012, p. 4; Vinkenburg et al., 2011). In order to overcome this limitation, several scholars have undertaken studies to examine leadership through a gender lens (Eagley & Heilman, 2015; Peus et al., 2015). A majority of gender research has adopted an equity and fairness perspective, focusing on the gender gap in leadership (Hausmann, Tyson, & Zahidi, 2011; Peus, et al., 2015; Schuh et al., 2014). While this research has contributed fundamentally to the literature, it may be worthwhile to link leadership studies to broader domains of gender- including gender roles, identity, social location and relationships (Glynn & Raffaelli, 2010). Such topics are not only important for reconsidering the role of gender in leadership and evaluating conceptualizations of leadership but also most appropriate for South Asia where gender inequities appear to be more significant than in the West (UNDP, 2013). However, there are also several South Asian women who are defying organizational and social norms (Pio & Syed, 2013). Some of these women are leading multinational corporations, while others are at the forefront of socio-economic change through their entrepreneurial ventures. For example, Malala Yusafzai’s effort for girls’ right to education, Kiran Mazumdar Shaw’s rise as the Indian biotech queen, Bibi Russell’s building of a pioneering fashion house in Bangladesh, Naina Lal Kidwai’s appointment as the Indian Country Head of HSBC, Nasreen Kasuri as founder of the international chain of Beaconhouse School System in Pakistan and Roshane Zafar’s drive as an award winning Pakistani social entrepreneur.

Through this Special Issue (SI), we want to foster research on gender, generation and leadership from the South Asia region or from a South Asian perspective. The SI seeks to improve understanding of demographic and social development in the context of leadership in South Asia and the factors that influence these developments. With the purpose of providing an unconventional non-western perspective (Bamberger & Pratt, 2010; Khilji & Rowley, 2013) and also in line with the intersectionality perspective (Shields, 2008), we are interested in publishing research that explores South Asian leadership experiences and perspectives about gender, and/or generations. An examination of the intersections between gender and leadership, generations and leadership, and/or generation and gender in leadership (including life course stage and age) can help us to understand changes in gender, intergenerational and other social relations over time. An intersectional lens is helpful to deconstruct categories within which policy makers and academics often confine groups and individuals, providing a nuanced and holistic understanding of how women are located within various social situations and contexts (Shields, 2008). The lens is also useful for developing an understanding of the leadership process – including leadership development in organizations – in terms of how women’s potential as business leaders may be fully utilized, as well as the mechanisms for changes over time. A critical analysis of gender and generations is also crucial to understanding leadership because of the constantly evolving relations between women and men, and between younger and older generations (IIED, 2013). Both of these approaches encourage South Asian voices to emerge, as these are predominantly absent in the leadership literature.

Glynn & Raffaelli (2010) highlight methodological convergence among leadership scholars. To expand the scope as well as focus on theoretical development of the global leadership field, submissions of studies using non-traditional research methods are also encouraged for this SI. In recent years, studies using diverse research methods (such as storytelling, narrative, ethnographic) that have offered rich insights into leadership patterns. Thus, we urge submission of all forms of rigorous analyses as well as critical perspectives.

We seek rigorous data-driven and strong conceptual frameworks for this SI. We encourage papers and frameworks that go beyond merely finding cross-cultural, cross-gender and cross-generational differences (or similarities) to highlighting diverse, local and unexplored perspectives that can enrich theoretical developments in global leadership and offer ‘frame-breaking’ insights (Youssef & Luthans, 2012). The mission of SAJGBR is to advance theoretical and empirical knowledge of business issues facing multinational and local organizations of South Asia and South Asian diaspora. With this in mind, we request only paper submissions that are based upon data collected from any South Asian country, as per the World Bank classification (i.e., Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan and Sri Lanka.


The purpose of this SI is to offer view of South Asian leadership from gender and generational lens. Thus, authors are allowed to construct their own definition of leadership, gender and generations to be able to incorporate diverse views and conceptualization, and truly capture South Asian perspectives. We are interested in a variety of submissions, so long as they address an issue relating to gender and leadership OR generations and leadership OR a combination of gender, generations and leadership in the South Asian context specifically. We expect contributors to make an important theoretical contribution and clearly incorporate cultural or contextual variations.

Topics could include, but are not limited to:

1. What are the concepts and perspectives, processes and outcomes of leadership in South Asia? How (and why) are these influenced (or not influenced) by gender and/or generations?
2. How do South Asian women lead multinational companies and other organizations in South Asian and/or non-South Asian context? 3. What are some of the current views of gender and generations in leadership in South Asia? What new views are emerging?
4. How does gender or generations intersect with other forms of identity such as social class, faith, ethnicity, caste and urban/rural background and to what extent do such intersections affect leadership in South Asia?
5. How is gender reproduced, maintained, negotiated and re-created through practice and development of leadership?
6. What are salient features of women’s multiple social identities in South Asia? How do these reinforce, neutralize and constitute each other to construct leadership identities?
7. How are gender and/or generational stereotyping portrayed in South Asian leadership? How does this effect business?
8. Do the younger generations of leaders act as agents of change. How?
9. What are the varying gender and/or generational expectations from leadership? How are organizations accommodating these expectations in South Asia?
10. What is the relationship between global and local ways of understanding gender and generation in leadership?
11. How is leadership development related to gender and emerging leaders?
12. Given that entrepreneurial ventures provide women the opportunities to practice leadership (Bullough et al., 2015), how does entrepreneurial creativity and independence allow women to become good leaders? What are some of the opportunities and challenges that women may be faced with as an entrepreneur leader?

For theoretical contributions, we also encourage stocktaking reviews and analyses. If researchers are to pursue this line of research, we strongly encourage them to review Stinchombe’s (2002) conceptualization of theory development, Glynn & Raffaelli’s (2010) meta-analysis of leadership research, and Khilji & Matthew’s (2012) review of research focused upon South Asia.

Submission Guidelines and Schedule

All manuscripts will undergo a double-blind review process. Submissions should be between 7000-8000 words including references, figures, and tables. Please follow submission guidelines at

A selection of the submitted papers may also be considered for inclusion into a presentation symposium to be submitted to the 2016 Academy of Management Conference – subject to the paper’s potential and authors’ interest and availability. Hence, submission deadline for full paper and/or expanded abstracts of no less than 4000 words (for consideration for inclusion in the AOM 2016 symposium proposal) is: December 10, 2015.

Submission deadline for full paper (for all papers): April 10, 2016.
Expected publication date: September 2017.

Authors are welcome, though not required, to contact the SI editors to discuss their ideas before formal submission. Please direct all queries to all editors via email: Shaista E. Khilji (, Jawad Syed ( ), and Mary Sully De Luque ( ).

Note: The title of the Journal may change from 2017. More information will be shared with authors, when available.


Ajarimah, A.A. (2001). Major challenges of global leadership in the twenty-first century. Human Resource Development International, 4(1), 9-19.
Arvey, R., Dhanaraj, C., Javidan, M., Zhang, Z-X. (2015). Are there unique leadership models in Asia? Exploring uncharted territory. Leadership Quarterly, 26, 1-6.
Bamberger, P., & Pratt, M.G. (2010). From the Editors: Moving forward by looking back:
Reclaiming unconventional research contexts and samples in organizational scholarship. Academy of Management Journal, 53(4), 655-671.
Bullough, A., De Luque, M.S., Abdelzaher, D., & Heim, W. (2015). Developing women leaders through entrepreneurship education and training. Academy of Management Perspectives, 29(2), 250-270.
Caligiuri, P. (2006). Developing global leaders. Human Resource Management Review, 16, 219-228.
CNN Money. (2015). Pakistan lands US$ 46 billion investment from China. Available at Last accessed Aug 25, 2015
Eagley, A., & Heilman, M. (2015). Call for papers: Special issue of Leadership Quarterly on gender and leadership.
Ely, R.J., Ibarra, H., & Kolb, D.M. (2011). Taking gender into account: theory and design for women’s leadership development programs. Academy of Management Learning and Education, 10(3), 474-493.
Gentry, W.A., Eckert, R.H., Munusamy, V.P., Stawiski, S.A., & Martin, J.L. (2014). The needs of participants in leadership development programs: A qualitative and quantitative cross-country investigation. Journal of Leadership & Organizational Studies, 21(1), 83-101.
Glynn, M.A., & Raffaelli, R. (2010). Uncovering mechanisms of theory development in an
academic field: Lessons from leadership research. Academy of Management Annals, 4(1), 359-401.
Goldman Sachs. (2011). People, potential, possibilities. Retrieved from (accessed Aug 25, 2015).
Hausmann, R., & Tyson, L.D., & Zahidi, S. (2011). The Global Gender Gap Report 2011. Retrieved from: (accessed Aug 25, 2015).
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IIED (2013). Making gender and generation matter. International Institute for Environment and Development. Available at: (accessed 27 August 2015).
Khilji, S.E., & Keilson, B. (2014). In search of global talent: Is South Asia ready? South Asian Journal of Global Business Research, 3(2), 114-134.
Khilji, S.E., & Rowley, C. (2013). Globalization, Change and Learning in South Asia. Oxford,
UK: Chandos Publishing.
Khilji, S.E. (2012). Does south Asia matter? Rethinking south Asia as relevant in international business research. South Asian Journal of Global Business Research, 1(1), 8-21.
Khilji, S.E., & Matthews, C.D. (2012). Editor’s perspective: Published South Asian research:
Current standing and future directions. South Asian Journal of Business Research, 1(2), 154-176.
Khilji, S. E., Davis, E. B., & Cseh, M. (2010). Building competitive advantage in a global
environment: Leadership and the mindset. In T. Devinney, T. Pedersen & L. Tihanyi (Eds.), The Past, Present and Future of International Business and Management, Advances in International Management (Vol. 23) (pp. 353–37), New York, NY: Emerald.
Kyriakidou, O. (2012). Gender, management and leadership. Equality, Diversity and Inclusion: An International Journal, 31(1), 4-9.
Masood, T. (2013, December 31). Pakistan’s leadership deficit. The Express Tribune. Retrieved from: (accessed August 25, 2015).
Mendenhall, M.E., Reiche, B.S., Bird, A., & Osland, J.S. (2012). Defining the “global” in global leadership. Journal of World Business, 47, 493-503.
Peus, C., Braun, S., & Knipfer, K. (2015). On becoming a leader in Asia and America: Empirical evidence from women managers. Leadership Quarterly, 26, 55-67.
Pio, E., & Syed, J. (2013). Guest Editorial: our bodies, our minds, our men: Working South Asian women. Gender in Management, 28(3), 140-150.
Pio, E. & Syed, J. (2014). Sacred activism through seva and khidmat: Contextualising management and organisations in South Asia. Journal of Management & Organization, 20(5), 1–15.
Power, C. (2011). India’s leading exports: CEOs. Time, 7(November), pp. B1-B4.
Scandura, T., & Dorfman, P. (2004). Leadership research in an international and cross-cultural context. Leadership Quarterly, 15(2), 277-307.
Schuh, S. C., Hernandez Bark, A.S., Van Quaquebeke, N., Hossiep, R., Frieg, P., & Van Dick,
R. (2014). Gender differences in leadership role occupancy: The mediating role of power motivation. Journal of Business Ethics, 120(3), 363-379.
Shields, S. A. (2008). Gender- an intersectionality perspective. Sex Roles, 59, 301.
Spisak, B.R., Grabo, A.E., Arvey, R.D., & van Vugt, M. (2014). The age of exploration and
exploitation: Younger-looking leaders endorsed for change and older-looking leaders endorsed for stability. Leadership Quarterly, 25, 805-816.
Steers, R.M., Sanchez-Runde, C., & Nardon, L. (2012). Leadership in a global context: New
directions in research and theory development. Journal of World Business, 47, 479-482.
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exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women’s promotion? The Leadership Quarterly, 22, 10-21.
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AOM 2014 PDW: Conducting research in South Asia: Thinking ahead and being different

This is an interactive PDW (in a roundtable discussion format) that presents South Asia as neglected context in international management (IM) research despite its richness and complexity. We focus upon highlighting relevance of the emerging South Asian economies in international management (IM) research, and pose two main questions, a) why it is important to conduct research in South Asia, and b) what topics are most relevant in South Asia and have the potential to enrich IM theory and practice? In addition, based upon research findings and ideas presented by seven global scholars at this PDW, we collaborate with the participants to outline directions for future research that draws upon South Asian samples. Using a series of roundtables, we would engage participants in a broader discussion of the importance of South Asian countries to IM research, and encourage them to think ahead by choosing different (i.e. non-western) contexts. The PDW is led and organized by seven global scholars from three countries, including Chand, Gupta, Khilji, Schuler and Matthews from USA; Syed from the UK, and Schuster from Germany, who bring a diverse expertise related to conducting research in South Asia. The session presents a great opportunity for informed debate about the growing importance of emerging economies in IM theory and practice, as well offers ideas on developing research questions that are relevant to the South Asian context.

The PDW is led and organized by seven global scholars from three countries, including Chand, Gupta, Khilji, Schuler and Matthews from USA; Syed from the UK, and Schuster from Germany, who bring a diverse expertise related to conducting research in South Asia. They share findings of their previous research, as well discuss their work in progress to provide a review of past and ongoing research focused upon South Asia, while maintaining an emphasis on the importance of being different in order to contribute to IM theory and practice.

Khilji, S.E., Chand, M., Gupta, Syed, J., Schuler, R., Matthews, C., & Schuster, T. (2014). Conducting research in South Asia: Thinking ahead and being different. Professional Development Workshop. Academy of Management Conference, Philadelphia, PA, August 1-5.

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AOM 2014 Symposium: Working wo(men) of South Asia: Why we matter

Organisers: Edwina Pio, Jawad Syed


Complexity is a key aspect of South Asia with a population of 1.649 billion. Caste, class, patriarchy, religion, agriculture, technology, terrorism and violence impact working wo(men) on an everyday basis. In constructing South Asian wo(men), we are aware of the multiplicity of socio-cultural, religious, political and institutional intersections in this heterogeneous region. In this messy and rich plethora of issues and axes of power with domains of exclusion and opportunity for wo(men), there continues to persist a very high gender gap in employment. Girls are still being denied the right to education and for those who receive formal education, progression into tertiary education and relevant employment is challenging. More women are employed in agriculture and the unorganized sector and they hold less secure jobs with fewer benefits. Access to paid employment remains a distant target for many women as also control over resources such as income and asset ownership. Yet wo(men) have agency and they matter! The five presentations in this symposium encompass three broad intersecting themes and questions. (1) The pervasive existence of structural and institutional barriers such as patriarchal ideologies reinforced by gender in- egalitarian interpretations of holy texts. Thus how do rhythms of local culture, education and globalization, as well as corruption, affect working wo(men) in the organized and unorganized sectors? (2) Women’s limited access to education and skill development in the context of human rights and equal opportunities. Thus how can interlocking systems of change facilitate a changed status for women? (3) The constant threat of bodily violence in all spheres of life. Thus to what extent do critical voices and wo(men) as critical actors impinge upon and reduce sexual harassment at work? Our symposium will critically frame these three themes and encourage a dialogic and inspiring conversation with participants.

  • 20140805_145411Blooming in the muddy pond: Marginalized Indian women’s resilience in dealing with corruption

  • Presenter: Smita Singh; Auckland U. of Technology

  • Presenter: Edwina Pio; Auckland U. of Technology

  • Collective agency in self-employed women’s groups in India: Defying gender segregation

  • Presenter: Peter Anthony Murray; U. of Southern Queensland

  • Presenter: Deepanie Perera; Target Resource (Pvt) Ltd

  • Sexual harassment in the Indian workplace

  • Presenter: Rana Haq; Laurentian U.

  • Women’s careers in the high-tech sector: A Bangladesh perspective

  • Presenter: Samina Saifuddin; Carleton U.

  • Presenter: Lorraine Dyke; Carleton U.

  • Presenter: Md Sajjad Hossain; East West U.

  • The Arab-Salafi role model and Pakistani women at work

  • Presenter: Faiza Ali; U. of Kent, Canterbury

  • Presenter: Jawad Syed; U. of Huddersfield

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Contextualising management and organisations in South Asia

What if our actions were imbued with the sacred? What if activism in organisations evokes better local society and responsible global community? What if sacred activism signals the performance of a deeper understanding and mindful actions for contextualising management and organisations in South Asia? These are some of the questions we pose to scholars and practitioners as we seek to present the multiplexities and singularities that epitomise South Asia. We address the braided realities and opportunities presented by religion, culture, ethnicity, gender and governance to contextualise organisations and management among the 1.67 billion people who constitute South Asia. We calligraph our interpretations and future possibilities based on historical traditions and extant data, mindful that some parts of this vast region are grappling with religious radicalisation, East–West tensions, underdevelopment, low literacy rates, violence against women, and international debts and handouts. This heterogeneous region also has a major BRICS country (i.e., India), provides CEOs to the world, scientists to NASA, outsourcing facilities to global corporations, has a young population, a huge middle class, and is actively participating in mergers and acquisitions in the global corridors of commerce. Our poignant hope is to inform and suggest possibilities for constructing enriching engagements and research in this region.


Pio, E. and Syed, J. (2014). Sacred activism through seva and khidmat: Contextualising management and organisations in South Asia. Journal of Management & Organization, 20:5, 1–15.

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Gender equality at work in South Asia – Special Issue of ‘Gender in Management’

This paper is a guest editorial piece in the Special Issue of the Gender in Management journal on “Gender equality at work in South Asia”. In this paper, the authors aim not only to introduce the papers selected for the Special Issue but also to offer an overview of the current state of female employment, economic activity and gender equality at work in countries in South Asia.

Our bodies, our minds, our men: working South Asian women



Pio, E., and Syed, J. (2013). Guest Editorial: our bodies, our minds, our men: working South Asian women. Gender in Management, 28(3/4): 140-150.

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