This study explores women’s leadership in higher education through a synthesis of research on leadership trends, organizational challenges, and institutional op-portunities influencing progression into senior academic and administrative roles. A PRISMA-based systematic review was conducted using peer-reviewed studies identified through academic databases, with search terms related to aca-demic leadership and higher education management. After screening and apply-ing inclusion criteria, the selected studies were analyzed using thematic synthe-sis. The findings indicate increasing scholarly attention to women’s leadership in higher education, alongside persistent management-related challenges, including constrained leadership pipelines, promotion systems focused on academic output, centralized governance structures, workload imbalance, and limited leadership development opportunities. The review also identifies institutional practices that support leadership progression, such as mentorship, succession planning, leader-ship training programs, and transparent evaluation systems. This study contrib-utes to the higher education management literature by integrating leadership trends, organizational challenges, and leadership development practices within a single analytical perspective.
- Citation: Boukredimi, M. A., & Matkó, A. E. (2026). Women’s leadership in higher education: Trends, challenges, and opportunities. Cross-Cultural Management Journal, Year (Volume) 28, (1/2026), 7-15. https://doi.org/10.70147/c28715
- Published on: 1 May 2026
- Keywords: Women’s leadership, higher education management, academic leadership, organ-izational challenges, leadership development
- Pages: 7-15
- Received: 9 March 2026
- Final revision and acceptance: 29 April 2026
- Download: PDF
- Doi: https://doi.org/10.70147/c28715
Corporate Social Responsibility (CSR) has evolved from an ethical obligation in-to a strategic advantage, encouraging companies to integrate sustainability into their operations. However, the success of these strategies depends on how well businesses understand consumer preferences. This study examines the relation-ship between gender and sustainable consumption, highlighting differences in at-titudes and behaviors. Using a cross-sectional survey of 65 participants, the re-search analyzes purchasing habits, awareness, and perspectives on future sus-tainability trends. The findings reveal significant gender differences: women are more proactive in purchasing sustainable products, more attentive to sustainabil-ity certifications, and more supportive of policies promoting sustainability, even at higher costs. These results are consistent with existing literature, which attrib-utes women’s stronger engagement to higher ecological awareness and a more holistic understanding of environmental issues. The study offers important im-plications for corporate strategy, suggesting that businesses should tailor sus-tainability initiatives to female consumers by enhancing transparency, ensuring credible certifications, and clearly communicating sustainability efforts. Overall, the research contributes to understanding gender dynamics in sustainability and provides practical insights for companies and policymakers.
- Citation: Petrea Ivanov, M. I. (2026). Strategic management of corporate sustainabili-ty: The role of gender differences. Cross-Cultural Management Journal, Year (Volume) 28, (1/2026), 17-29. https://doi.org/10.70147/c281729
- Published on: 1 May 2026
- Keywords: CSR, sustainability, gender differences, consumer behaviour
- Pages: 17-29
- Received: 31 March 2026
- Final revision and acceptance: 29 April 2026
- Download: PDF
- Doi: https://doi.org/10.70147/c281729
This paper examines the evolution and current limitations of compliance maturi-ty models and develops the conceptual foundations of an integrated approach—the Compliance Governance Maturity Model (CGMM). The study is based on a comprehensive literature review covering the period 2018–2025, focusing on governance-, ethics-, and compliance-oriented models as well as emerging inte-gration approaches (Antonsen & Madsen, 2021; Zammit et al., 2021; Makowicz, 2023). The findings indicate that many existing models primarily emphasize regulatory compliance and control mechanisms, while giving limited attention to critical dimensions such as leadership commitment, ethical culture, and organi-zational integrity. In response, the paper proposes an integrated conceptual framework that reinterprets compliance maturity through the systematic incor-poration of governance and ethical dimensions. The Compliance Governance Ma-turity Model (CGMM) is introduced not as a finalized empirical model, but as a conceptual pre-study aimed at establishing a theoretical foundation for measur-ing organizational integrity. The full model development and empirical valida-tion will be conducted in a subsequent phase of doctoral research.
- Citation: Herman, Z. (2026). Measuring com-pliance maturity and organizational integrity: A conceptual framework for an integrated governance and ethics model. Cross-Cultural Management Journal, Year (Volume) 28, (1/2026), 31-38. https://doi.org/10.70147/c283138
- Published on: 4 May 2026
- Keywords: Compliance maturity, governance, business ethics, organizational integrity, ma-turity models, compliance management, GRC, organizational culture
- Pages: 31-38
- Received: 23 March 2026
- Final revision and acceptance: 2 May 2026
- Download: PDF
- Doi: https://doi.org/10.70147/c283138
