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Women Leading Globally: What We Know, Thought We Knew, and Need to Know about
Leadership in the 21st Century
Nancy J. Adler Joyce S. Osland
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21ST CENTURY$
ABSTRACT
Whereas most societal commentators continue to review the historical
patterns of mens leadership in search of models for 21st-century success,
few have begun to recognize, let alone appreciate, the equivalent patterns
of womens leadership and the future contributions that women could
potentially make as leaders. What could and are women bringing to
$
Earlier versions of parts of this chapter reporting the trends among women lea-
ders worldwide were first published by Adler (2003), then updated in 2009 (Adler,
2009), and subsequently updated again in 2014 (Adler, 2014). While drawing
directly on earlier work, the current chapter goes beyond prior versions in scope
and theoretical context.
understanding.
Keywords: Global leadership; women global leaders; women heads of
state; women CEOs; global leadership competencies
We have a responsibility in our time, as others have had in theirs, not to be prisoners of
history, but to shape history
Former U.S. Secretary of State Madeleine K. Albright (1997)
Women Leading Globally 17
Given the challenges confronting the world in the 21st century, it comes as
no surprise that surveys continue to document the crucial importance of glo-
bal leadership and the need to develop greater numbers of global leaders.
Studies have identified a scarcity of global leaders in business (e.g., Black,
Morrison, & Gregersen, 1999; Gitsham, 2008) as well as in government and
non-profit organizations (Bikson, Treverton, Moini, & Lindstrom, 2003). In
2012, McKinsey found that business managers selected global leadership
more frequently than any other alternative as essential for global success
(McKinsey, 2012). Similarly, the World Economic Forums Global Agenda
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of the societal, business, and political leadership offered by women and men
worldwide (see among others, Adler, 2006, 2008, 2010; Friedman, 2006).
What would it take to remarry aspirations for a better world with con-
temporary global realities? First, we would need to believe that prosperity
and a civilized way of living together on the planet are possible; that 21st-
century humanity is capable of success, broadly defined.2 Second, we would
need to believe that change is possible.3 And third, we would need to move
from discrete local outlooks to broadly encompassing global perspectives.
We would need to move away from divisiveness and return to more unify-
ing global images and global strategies. For humanity to embrace each of
the beliefs needed to create a healthy, economically vibrant, sustainable
global society, we would need approaches to leadership that differ quite
markedly from those offered by most leaders in recent history. We would
need new leaders and new leadership. Within this context, this chapter pre-
sents the trends to date on women joining men at the most senior levels of
leadership worldwide, establishes the relationship of women leaders to our
overall understanding of global leadership, and sets out an agenda to
accomplish much needed research and understanding.
GLOBAL LEADERSHIP
Global leadership is not simply domestic leadership on a larger stage
(Osland, Bird, & Oddou, 2012; Osland, Taylor, & Mendenhall, 2009).
Global leadership involves a level of complexity far beyond that found in
its domestic counterpart. Moreover, the global business context, with its
multiple stakeholders and organizations (e.g., governments, partners, com-
petitors, customers, suppliers, civil-sector (NGO) advocacy groups), places
higher relational demands on global leaders than do more circumscribed
and homogeneous local environments (Reiche, Bird, Mendenhall, &
Osland, 2014). Accordingly, different types of global leadership roles can
Women Leading Globally 19
a global leader is an individual with followers from multiple cultures who fulfills his or
her roles and responsibilities in (1) a task context characterized by significant levels of
variety, interdependence and flux, and (2) a relational context characterized by signifi-
cant boundary spanning, relational demand and influence efficacy.
2014 (see Mendenhall, Li, & Osland, 2016, this volume), including more
foundational research and a greater understanding of how global leader-
ship is developed (Osland, Li, & Wang, 2014a).
than those that have been achieved in the recent past? Whereas most socie-
tal commentators and academic studies continue to review the historical
patterns of mens leadership in search of models for 21st-century success,
few have begun to recognize, let alone appreciate, the equivalent patterns
of womens leadership and the potential future contributions that women
could make as leaders, including at the most senior level. What could and
are women bringing to corporations and society as global leaders? Are we
entering an era in which both male and female leaders rather than dis-
proportionately men will shape history, both literally and in reality?
While rarely recognized or reported in the media, the trend toward women
joining men in the most senior leadership positions began in the 20th cen-
tury and is now accelerating. The pattern is easiest to see when observing
leaders of countries. Whereas in the past almost all political leaders were
men, the number of women selected to serve as president or prime minister
of their country since the mid-20th century has increased markedly, albeit
from a negligible starting point. According to the World Economic
Forums Global Gender Gap Index 2015 (World Economic Forum, 2015),
50% of the 145 countries studied have had a woman head of state during
the last 50 years, but their overall tenure in office during that period, in
some cases, has been very limited. As highlighted in Fig. 1, of the 147
women who have served as president or prime minister of her country,
none came into office in the 1940s or 1950s, just three assumed office in the
1960s, six in the 1970s, 11 in the 1980s, 374 in the 1990s, 39 in the 2000s,
and already 50 have come into office in the first six years of the current dec-
ade, including 21 who are currently in office. If the first half of the current
decade is indicative, 83 women will assume office in the 2010s, more than
the combined total (57) of women serving as president or prime minister in
Women Leading Globally 21
100
90
80
70
60
50
40
30
20
10
0
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d
50
60
70
80
90
00
10
cte
19
19
19
19
19
20
20
je
ro
sP
10
20
Fig. 1. Women Political Leaders: Numbers Increasing (as of January 2016).
African Republic
Netherlands Lucinda da Costa Prime Minister 1977
Antilles Gomez-Matheeuws
Portugal Maria de Lourdes Prime Minister 1979 (5 months)
Ruivo da
Silva Pintasilgo
Bolivia Lidia Gueiler Tejada Interim President, 1979 1980
Prime Minister (8 months)
Great Britain Margaret Thatcher Prime Minister 1979 1990
Dominica Mary Eugenia Charles Prime Minister 1980 1995
Iceland Vigds Finnbogadottir President 1980 1996
San Marino Maria Lea Captain Regent 1981 (6 months)
Pedini Angelini
Norway Gro Harlem Brundtland Prime Minister 1981;
1986 1989;
1990 1996
Yugoslavia Milka Planinc Prime Minister 1982 1986
Malta Agatha Barbara President 1982 1987
Guinea Bissau Carmen Pereira Acting President (Head 1984 (3 days)
of State)
San Marino Gloriana Ranocchini Captain Regent 1984; 1989/1990
(each 6 months)
Netherlands Antilles Maria Liberia-Peters Prime Minister 1984 1986;
1989 1994
The Philippines Corazon Aquino Executive President 1986 1992
Pakistan Benazir Bhutto Prime Minister 1988 1990;
1993 1996
Lithuania Kazimiera- Prime Minister 1990 1991
Danute Prunskiene
Haiti Ertha Pascal-Trouillot Acting President 1990 1991
Burma (Myanmar) Aung San Suu Kyi Elected Presidentb 1990 a
German Sabine Bergmann-Pohl Chairman of the 1990 (6 months)
Democratic Volksammer
Republic (Staatsprasident)/
Acting Head of State
Ireland Mary Robinson President 1990 1997
Nicaragua Violeta Chamorro Executive President 1990 1997
Bangladesh Khaleda Zia Prime Minister 1991 1996;
2001 2006
Women Leading Globally 23
Table 1. (Continued )
Country Name Office Date
Table 1. (Continued )
Country Name Office Date
(2 months)
San Marino Valeria Ciavatta Captain Regent 2003 2004 (6
months); 2014
(6 months)
Macedonia Radmila Sekerinska Acting Prime Minister 2004 (2 1 months)
Austria Barbara Prammer Acting Joint Head 2004 (3 days)
of State
New Caledonia Maria- President 2004 2007
Noelle Thermereau
Mozambique Luisa Das Diogo Prime Minister 2004 2010
The Bahamas Cynthia A. Pratt Acting Prime Minister 2005 (1 months)
Sao Tome & Maria do Prime Minister 2005 2006
Principe Carmo Silveira
Ukraine Yuliya Tymoshenko Prime Minister 2005; 2007 2010
San Marino Fausta Morganti Captain Regent 2004 2005
(6 months)
Germany Angela Merkel Chancellor 2005 a
South Africa Ivy Matsepe-Casaburri Acting President 2005 (4 days); 2008
Liberia Ellen Johnson-Sirleaf President 2006 a
Chile Michelle Bachelet President 2006 2010; 2014 a
Jamaica Portia Simpson-Miller Prime Minister 2006 2007; 2012 a
South Korea Han Myung-sook Prime Minister 2006 2007
Switzerland Micheline Calmy-Rey President of the 2007 (1 year); 2011
Confederation (1 year)
Israel Dalia Itzik Acting President, 2007
Interim President
India Pratibha Patil President 2007 2012
Argentina Cristina Fernandez Executive President 2007 2015
de Kirchner
San Marino Assunta Meloni Captain Regent 2008 2009
(6 months)
Moldova Zinaida Greciani Prime Minister 2008 2009
Haiti Michele Pierre-Louis Prime Minister 2008 2009
Gabon Rose Interim President 2009 (4 months)
Francine Rogombe
Madagascar Cecile Manorohanta Acting Prime Minister 2009 (2 months)
Iceland Johanna Sigurardottir Prime Minister 2009 2013
Croatia Jadranka Kosor Prime Minister 2009 2011
Lithuania Dalia Grybauskaite President 2009 a
Switzerland Doris Leuthard President 2010 (1 year)
Women Leading Globally 25
Table 1. (Continued )
Country Name Office Date
Table 1. (Continued )
Country Name Office Date
Table 2. (Continued )
32 Countries That Selected More Than One Woman Leader
Are there similar increases in the number of women leading major corpora-
tions (e.g., Adler, 1997a, 1997b, 1999b, 2002b, 2002c, 2005, 2007, 2011;
Adler & Izraeli, 1988, 1993, 1993 1994, 1994)? Whereas the patterns
among business leaders are not as clear as those among political leaders,
surveys suggest that the number of women leading global companies is
slowly increasing (Fairchild, 2014). The initial numbers, however, are very
small; much smaller, proportionally, than those of women leading coun-
tries. When including executives who have held leadership roles below the
Women Leading Globally 29
number one position in their companies, women still held less than 5% of
the most senior management positions in the United States (Catalyst as
cited in Wellington, 1996) and less than 2% of all senior management posi-
tions in Europe at the end of the last century (Dwyer, Johnston, & Lowry,
1996). Moreover, not until the late 1990s did either the Fortune top 30 or
the FTSE (Financial Times Stock Exchange) 100 include a woman Carly
Fiorina, CEO of Hewlett-Packard, and Marjorie Scardino, CEO of
Pearson Plc. on their lists of leading CEOs. As shown in Table 3, by the
beginning of 2015, the Fortune 500 still included only 24 women CEOs, and
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Notes:
(a) Patricia Woertz, CEO of Archer Daniels Midland, ranked #27 in 2014, vacated her
position on January 1, 2015
(b) Only two women on the 2015 list were not on the 2014 list
Safra A Catz, co-CEO of Oracle (#81) assumed her position in October 2014
Lisa Su, CEO of Advanced Micro Devices (#473) assumed her position in October 2014
(c) Kimberly Bowers, CEO of CST Brands (#266) is on the Fortune 500 list for the first time
27 Additional Women CEOs (5.1%) 2015 Fortune 1000 Companies Ranked 501 1000
Table 3. (Continued )
27 Additional Women CEOs (5.1%) 2015 Fortune 1000 Companies Ranked 501 1000
decades later than the first women heads of state came to power. More
women are leading global firms than ever before, with the vast majority
being the first woman whom their particular firm has ever selected to hold
such a senior position. Based on these trends, we can easily predict that
womens voices will become a more common, and therefore more impor-
tant, addition to the worlds most senior global leadership dialogues during
the 21st century. Change is not only possible; it has already begun
to happen.
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By contrast, the traits that have been culturally ascribed to male leaders at
all levels included:
an ability to be impersonal, self-interested, efficient, hierarchical, tough minded, and
assertive; an interest in taking charge, control, and domination; a capacity to ignore
personal, emotional considerations in order to succeed; a proclivity to rely on standar-
dized or objective codes for judgment and evaluation of others; and a heroic orienta-
tion toward task accomplishment and a continual effort to act on the world and
become something new or [different]. (Fondas, 1997, p. 260)
34 NANCY J. ADLER AND JOYCE S. OSLAND
these two traits seem apparent in change initiatives described by expert glo-
bal leaders (Osland et al., 2013). Research by Osland et al. (2013) differed
from previous global leadership studies in two respects: it utilized cognitive
task analysis to study more directly how expert global leaders think and
behave, and it was one of the few studies that used a sample consisting
only of nominated, highly effective global leaders. This sample consisted
only of men, since it was drawn primarily from the high-tech industry,
which is characterized by especially low numbers of women at the most
senior levels. Given the general under-representation of women in global
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Do some women exhibit exemplary styles of senior leadership? Yes. Not all
women, but certainly some give us reason for hope, especially those not
mimicking the styles of leadership of most 20th-century male leaders.
Irelands first woman president, Mary Robinson, for example, brilliantly
took her commitment to human rights into the presidency of Ireland, trans-
forming the position from one of ceremony to one of substance. She then
let go of the presidency a use of power more typically labeled as
feminine letting go in order to continue her human rights agenda
more broadly worldwide at the United Nations. Aung San Suu Kyi, the
legally elected leader of Myanmar (Burma) was incarcerated in her own
home by the military for more than a decade. While under house arrest, the
military dictatorship even denied her the right to see her husband one last
time before he died of cancer. Given her situation, does Suu Kyi advocate
annihilating the military dictatorship that imprisoned her and her people
for so long? No, to this day, she fearlessly advocates dialogue words, not
36 NANCY J. ADLER AND JOYCE S. OSLAND
imploded in 2001 under the leadership of Kenneth Lay). Mark saw coali-
tion building including links across groups that the world had always
viewed as enemies as smart business. Did people question her judgment?
Of course they did. Did she do what no other global leader had done
before? Yes. Rebecca Marks decisions show that true leadership, by defini-
tion, is not perpetuating the status quo but leading in uncharted waters.
Its worth noting that when Enron collapsed, Mark was one of the few
senior executives who was not indicted.
As both business and political leaders, senior women regularly challenge
conventional wisdom in their approach to leadership. Britains Anita
Roddick, founder and former CEO of The Body Shop, for example, became
an iconic leader as she regularly defied conventional practice in the beauty
and health care industry. She confronted conventional product design, for
example, by not allowing animal testing. The Body Shop challenged the con-
ventional marketing strategies of its competitors by not promising women
unattainable beauty. Long before corporate social responsibility came into
vogue, The Body Shop continued to challenge convention in its organization
design and strategic intent by tying societal commitments to product
strategies. Similarly, Swedens Antonia Ax:son Johnson, CEO of a fourth-
generation, 200-year-old family business, The Ax:son Johnson Group, elimi-
nated all war- and violence-related toys from her companys department
stores. Although the toys would have increased revenues, they were not
consistent with Ax:son Johnsons concept of the good company.
The fact that women who become senior leaders are perceived to differ
from their male counterparts (whether or not they actually do) fosters
Women Leading Globally 39
the sense that change is possible. In Kenya, for example, when Charity
Ngilu became the first woman to run for president, many Kenyans saw her
as representing a complete break with [the] divisive tribal politics of the
past (McKinley, 1997, section 1, p. 3). As one Kenyan observed, Charity
is talking about unity, and this unity will unite both men and women If
we vote for a man, there will be no change. With a woman, there will have
to be a big change (McKinley, 1997, section 1, p. 3).
The symbolism supporting the possibility of change is almost identical in
the business world, where most women CEOs are firsts not only the first
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woman, but also often the first outsider that the company has selected to
lead them. Notable examples include Marjorie Scardino, the first woman,
first outsider, and first American to become CEO of Britains Pearson
Plc. a major British publishing and education multinational as well as
the first woman to lead a FTSE (Financial Times Stock Exchange) 100 firm.
Carol Bartz was the first woman and first outsider to lead a high-tech
company Autodesk and later Yahoo! and Charlotte Beers was the first
woman and the first outsider whom Ogilvy & Mather Worldwide had ever
brought in to lead their worldwide advertising business.
competitors, suppliers, and others who comprise the networks that will
determine their success or failure. Like the uniquely female examples cited
in this section, many global business leaders, especially those in multina-
tional enterprises (MNEs), also work both inside and outside the tradi-
tional hierarchical organizational structure, which requires an expanded set
of skills compared with those that have been needed for successful domestic
leadership.
The importance of unity for global leadership also surfaces in many glo-
bal change efforts. One of the early, critical steps in large-scale changes
described by CEOs is developing a sense of oneness and community
(Osland, 2013c, 2004). The resulting trust and glue appears to help large
multinational, multicultural, geographically dispersed organizations risk
change and thus survive the inevitable unanticipated consequences
(Osland, 2004).
SHAPING HISTORY
Former Czech Republic President Havel (1994) described the world as
going through a transitional period, when something is on the way out
and something else is painfully being born (p. A27). During such a transi-
tion, it is not surprising that people worldwide are attracted to women lea-
ders symbolic message of bringing positive change, hope, and the
possibility of unity. This symbolism is perhaps most powerful in this era of
worldwide internet communication when we are instantly aware of cases of
particularly outstanding positive deviants male and female leaders
who have contributed exceptionally progressive, influential and inspiring
leadership to the world. Examples of positive deviants include American
corporate environmental legend Ray Anderson, founder and former
Chairman of Interface, Inc., Indias Mahatma Gandhi, American Martin
42 NANCY J. ADLER AND JOYCE S. OSLAND
Luther King, Jr., and South Africas Nelson Mandela. The interplay of
womens and mens styles of leadership will define the contours and poten-
tial success in 21st-century society. The risk is in encapsulating
leaders both women and men in approaches that worked well in the
past but foretell disaster for the current century. The ultimate challenge is
in the urgency and complexity.
Shaping Research
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Because the number of women global leaders has been very limited, do existing measures
overlook some of the experience of senior women global leaders?
Do role, job demands, and position power have greater impact than gender in the enactment
of global leadership? Is there an interaction effect between role, level in the organization and
position power, and job demands and gender?
What competencies are required of junior versus senior women and men global leaders in
specific situations? What competencies are required of junior women in order to become
senior women leaders, including assuming the senior-most position in the organization? In
what ways are mens and womens paths to power (to the senior-most position in the
organization) similar? In what ways do their paths differ?
Do gender-related impediments require different competencies and career strategies of senior
women global leaders? In what ways is it an advantage to senior global leaders to be a
woman? What are the most common impediments to women becoming senior global
leaders? To leading effectively as senior global leaders?
What boundary conditions and contingencies impact senior women and men global leaders? In
what ways, if any, do they differ for women and men?
How does gender impact the career trajectory of senior women versus men global leaders?
Are there different profiles of effective senior women (and men) global leaders?
In what ways, if any, do women and men behave differently as global leaders? In what
situations do such differences manifest themselves?
In what ways, if any, do women have particular advantages in developing global leadership
competencies? In what ways do men have specific advantages?
How does culture impact the development of senior women global leaders as opposed to
senior men global leaders?
Are there differences in outcomes of women versus men senior global leaders?
holding a global job with no specification on how global those jobs were
and no distinction between managers and leaders or between those who were
more or less effective. They accepted the male-dominated global leader pool
as given, rather than questioning, as the women global leader researchers did,
whether increasing the population from which companies were drawing their
candidates for leadership and selecting more women would result in even
greater effectiveness. Of eight empirical global leadership studies (not focused
solely on women) between 1995 2009, half did not report the gender compo-
sition of their sample; the percentage of women participants in the other half
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obtain. Samples that mix women from various hierarchical levels would not
resolve the problem since their roles and competency levels differ markedly
(Kanter, 1977). In addition, the field needs to articulate the links between
corporate and organizational global strategies and environments the
macro-level context, and specific global leadership competencies the
micro-level context of individual behavior. To date, no observational
studies have been carried out. It would be extremely interesting to replicate
Mintzbergs (1973) initial observational study with women who are senior
global leaders. No empirical research exists on the different types of tasks
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normed due to the very low number of women at the most senior levels.
Another caveat for scholars is whether research on senior global women
leaders needs to distinguish between middle- and top-level executives. For
example, is perceived effectiveness in women global leaders influenced by
hierarchical position? Grouping senior and junior women who work glob-
ally, given the disparity in their roles, motivations, and impact, would not
only produce a misleading average result but fail to yield an accurate
description of what senior global women leaders actually do. What is
required for women to progress to the most senior level, and to succeed
once there? Until similarity has been confirmed, we recommend that senior-
level executives be studied separately from managers and executives who
work at lower levels in the organization.
Another large multi-country test of personality, as measured by Hogan
assessment instruments (the Hogan Personality Inventory (HPI), the Hogan
Development Survey (HDS), and the Motives, Values, and Preferences
Inventory (MVPI)), reported no significant differences between women and
men (Winsborough & Hogan, 2014). Their sample consisted of 11,969 global
managers from five countries, 75% of whom were male. Instead they found
that these managers shared much in common as a homogeneous group but
were significantly different from the general population in their countries on
personality measures related to occupation. In general, these managers and
leaders, in comparison with the average person, were more emotionally
stable and much more competitive, ambitious, outgoing, and well-informed.
Despite the convergence found among these managers and leaders, as in the
previously cited study by Anupam and Rook (2014), some significant cul-
tural differences were identified. Would empirical research on women global
leaders discover the same pattern of general convergence accompanied by a
limited number of cultural differences reflecting the influence of environ-
ment? Furthermore, can we assume that female heads of countries and com-
panies have the same task scope and experience the same task demands, or
should this assumption also be tested? Most global leadership research does
48 NANCY J. ADLER AND JOYCE S. OSLAND
not distinguish between the most senior leader and all other executives, nor
among the types of roles and work that they carry out; people are simply
identified, as above, as global managers or global executives. Not all global
management jobs are similar, nor do all require the same global leadership
competencies. In particular, the role of the CEO is not identical to that of
other executives or managers. The lack of specificity in sample selection
makes meta-level comparisons more problematic and might obfuscate
important findings. For example, if the women leaders behavior follows a
bimodal rather than a normal distribution, similar to that of their male
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NOTES
profitability. For research on the instability of international joint ventures, see the
summary by Yan and Zeng (1999). Although the definitions (complete termination
vs. significant change of ownership) and overall results vary, numerous studies have
reported substantial international joint venture instability, including 55% termina-
tion reported by Harrigan (1988), 49% termination reported by Barkema and
Vermeulen (1997), and 68% instability through termination or acquisition reported
by Park and Russo (1996). Also see Gary Hammels classic 1991 article. For a
notable exception, see the description of the Norway-based global company,
Norske Skog, in Adler (2002a).
2. Contemporary discussions of global corporate citizenship address the possibility
and necessity for companies to do well financially by doing good (see, among others,
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Adler, 2002a, 2008, 2010; Cooperrider & Adler, 2006; Hart, 2005; Hawken, Lovins, &
Lovins, 1999; Laszlo, 2003; Lovins et al., 2000; McDonough & Braungart, 2002;
Prahalad, 2005; Prahalad & Hammond, 2002; Prahalad & Hart, 2002).
3. See initial work on positive psychology (Seligman, 1998, 2003; Seligman &
Csikszentmihalyi, 2000; Snyder & Lopez, 2002), which then led to positive organiza-
tional scholarship (see Cameron, Dutton, & Quinn, 2003, among others).
4. Burma (renamed Myanmar by the military junta) selected Aung San Suu Kyi,
but the military imprisoned her, rather than allowing her to be seated and to serve
the country as president.
5. The number of countries in the world depends on the definition of a country.
There are widely recognized sovereign states (UN members), partially recognized
states (such as Taiwan, Kosovo, and Northern Cyprus), and de facto states (e.g.,
Nagorno-Karabakh, Transnistria, and Somaliland). For purposes of this chapter,
the most conservative number, 195 sovereign states, was used based on 2015 data.
Source: http://www.polgeonow.com/2011/04/how-many-countries-are-there-in-
world.html
6. For a discussion of women who are global entrepreneurs, see Adler
(1999a, 1999c).
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