Businesses are confronting continuous and unparalleled changes. For organizations to assist employees in being motivated

A key issue in HRD is to identify and determine factors that influence the per-Human resource development (HRD) professionals and organizational leaders are continually trying to find ways to improve the performance of their organizations and employees. Although many organizations continue to resist it, performance improvement efforts are based in effective change. Among many potential performance-improving interventions that have been investigated in various arenas (such as business, management, psychology, and family sciences), this study focuses on two: the reduction of work-family conflict (WFC) and the increased utilization of telework. These are fairly complex interventions that require both individual and organizational culture changes. As more employees are juggling family and work demands, it continues to be important for researchers to study the consequences of WFC and its possible implications (for performance, for example) on the workplace and in the home (Grandey & Cropanzano, 1999). Frone, Yardley, and Martel (1997) stated that understanding the work-family interface is a "pivotal concern of both work and family researchers" (p. 145). Senge (1990) purported that organizations

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The problem and the solution. Working adults report they experience greater challenges today in their ability to be productive employees, experience personal and interpersonal health and wellbeing, and make meaningful contributions as citizens to their respective communities. By better understanding work-life theory and research, human resource development professionals can contribute to the strategic development of policies, practices, programs, and interventions that appear to alleviate or ameliorate demands fostering greater work-life integration. Integration is a solution representing a holistic strategy including effective and efficient coordination of efforts and energies among all stakeholders sharing interest and benefits from workers being able to fulfill their personal, work, family, and community obligations.

Purpose There is still a lack of understanding why there is little progress when it comes to women seeking and obtaining top management and leadership positions in organizations today, and this is particularly true within the cross-cultural and international management and leadership contexts. One step forward, however, is to understand current work and trends in research and theory to identify these gaps. Hence, the purpose of this paper is to provide an overview of the most recently published literature on the role of gender in management teams within and across cultures. Design/methodology/approach This content analysis has examined the most recent literature (i.e. January 1, 2010 to March 1, 2016) in 15 influential academic journals within the cross-cultural and international management field. The study has analyzed 152 primary and 85 secondary articles that met the strict criteria of the study. Findings Results include findings on journals/articles, gender of authors, countries included in data collection, constructs measured, tone of manuscripts (i.e. adverse outcomes associated with gender compared to the neutral/mixed or positive effects), and the theoretical frameworks utilized in the articles. Research limitations/implications This analysis will be useful for researchers, theorists, and practitioners in understanding the current knowledge base and in discovering the emerging gaps and needs. Originality/value This is the first study of its kind within gender and cross-cultural/international management. The findings clearly show gaps in research and theory that will help guide future work.