Camelia Ilie

Entrepreneurship and Gender in Latin America

Gender discrimination in Latin American societies significantly reduces the effective participation of women in the development of new businesses; therefore, it limits their possibilities for professional advancement, as well as development opportunities for their families. In an even broader context, inequality prevents women from efficiently contributing to business development in countries of the region. The possibilities of undertaking new ventures are diminished by this reality. Most of the women surveyed for this study mentioned that they have suffered discrimination while doing business because of their gender. In fact, the results of this research paper show that women perceive greater inequality in opportunities to create companies and face more barriers in accessing resources, mainly financial ones, to develop their enterprises. These barriers have a negative effect on the outcomes and growth prospects of businesses created by women. Indeed, they prevent women, who represent more than 50% of the population, from efficiently contributing to the creation of wealth and jobs in Latin American countries.

Thinking styles, gender, and decision making in Latin American management: A comparative study with the USA

Purpose Many studies have analyzed how gender diversity and local culture condition the cognitive styles of managers and affect decision-making processes in organizations. Gender diversity has been defended from an equality perspective; it has been argued to improve decision-making processes and to have a positive impact on companies’ return on investment. The purpose of this paper is to analyze the differences between the thinking styles of men and women, in Latin America and the USA that support decision-making processes. An argument is given in favor of gender diversity in management teams, because of its positive implications in decision making. Design/methodology/approach The measurement instrument used was the Neethling Brain Instrument, developed based on recent neuroscience discovery. The sample comprised 1,216 executives from the USA and several countries in Latin America and the Caribbean, who have participated in executive training programs. Findings The results show differences in thinking styles by gender, but no differences were found in thinking styles or decision making between men and women at the same managerial level in either of the two regions. Similarly, results suggest that executives in the USA tend to base their management models on strategic thinking styles that focus on interpersonal relations and involve risk taking, while executives in Latin American countries tend to prefer thinking and management styles focusing on data analysis, execution, planning, and process control. Originality/value The results of the present study show that, in all regions, men score higher in rational thinking styles associated with the cortical areas, while women gravitate toward thinking styles where emotional schemes prevail, related to subcortical areas. These results could be useful for organizational leaders in charge of allocating roles and tasks to people, based on their thinking style strengths. The results can also be very valuable for Latin American organizations to design specific training and development programs for men and women accordingly with their individual needs and their managerial roles. They can also support the argument that diverse gender teams will guarantee complete decision-making processes.