References

• 2018Transforming Our World: The 2030 Agenda for Sustainable Development19,350 cited
• 2006Inequality Regimes3,424 cited
• 1997The Contingent Value of Social Capital3,386 cited
• 1998Doing a literature review: releasing the social science research imagination.1,375 cited
• 2017Human resource management and employee well‐being: towards a new analytic framework1,361 cited
• 2016The queen bee phenomenon: Why women leaders distance themselves from junior women593 cited
• 2014A Hermeneutic Approach for Conducting Literature Reviews and Literature Searches579 cited
• 2000Theories of Gender in Organizations: A New Approach to Organizational Analysis and Change11We are grateful to Lotte Bailyn and our colleagues affiliated with the Center for Gender in Organizations, Simmons Graduate School of Management – Gill Coleman, Joyce Fletcher, Deborah Kolb, Deborah Merrill-Sands, Rhona Rapoport, and Bridgette Sheridan – for their contributions to these ideas and for their foundational research, on which this paper builds. We also appreciate the feedback we received on an earlier draft from members of the FSC Research Group, Elaine Backman, Herminia Ibarra, Maureen Scully, and Kathleen Valley. We thank Joanne Martin and Barbara Reskin for their comments, which helped in our conceptual framing of the paper. Finally, we thank Bob Sutton and Barry Staw for their helpful suggestions. This research was funded in part by the Ford Foundation.560 cited
• 2019Human resource management–well‐being–performance research revisited: Past, present, and future294 cited
• 2020Pivoting to stay the course: How women entrepreneurs take advantage of opportunities created by the COVID-19 pandemic278 cited
• 2020Women’s leadership is associated with fewer deaths during the COVID-19 crisis: Quantitative and qualitative analyses of United States governors.