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Journal Article

Men and Women of the Corporation

01 Jun 1978-Canadian Woman Studies-Vol. 1, Iss: 2
About: This article is published in Canadian Woman Studies.The article was published on 1978-06-01 and is currently open access. It has received 1735 citations till now.
Citations
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Journal ArticleDOI
TL;DR: The Organizational Commitment Questionnaire (OCQ) as discussed by the authors ) is a measure of employee commitment to work organizations, developed by Porter and his colleagues, which is based on a series of studies among 2563 employees in nine divergent organizations.

8,144 citations


Cites background or result from "Men and Women of the Corporation"

  • ...75 over 2-, 3-, and 4-month periods, respectively. For the retail management trainees, test-retest reliability was r = .72 over a 2-month period and r = .62 for 3 months. These data compare favorably to other attitude measures. For example, Smith et al. (1969) reported test-retest reliabilities for the JDI ranging from ....

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  • ...were studied by Porter et al. (1974). The investigation involved a longitudinal administration of questionnaires over a 16-week period ranging from 10 weeks prior to completion of training to 6 weeks following assignment to a full-time position....

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  • ...Retail management trainees. A longitudinal study of management trainees in a large national retail sales organization was conducted by Porter, Crampon, and Smith (1976) and Crampon, Mowday, Smith, and Porter (Note 1)....

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Journal ArticleDOI
TL;DR: This article reviewed and evaluated recent management research on the effects of different types of diversity in group composition at various organizational levels (i.e., boards of directors, top management groups, and organizational task groups) for evidence of common patterns.
Abstract: In this article, we review and evaluate recent management research on the effects of different types of diversity in group composition at various organizational levels (i.e., boards of directors, top management groups, and organizational task groups) for evidence of common patterns. We argue that diversity in the composition of organizational groups affects outcomes such as turnover and performance through its impact on affective, cognitive, communication, and symbolic processes.

3,053 citations


Cites background or result from "Men and Women of the Corporation"

  • ...Ely's (1994) study of gender diversity suggests that one reason why achieving diversity in the composition of organizational groups, and in top management groups in particular, may be important is that people behave differently when they perceive that they have access to power and opportunity than they do when the organization seems less supportive of their advancement (Ely, 1994; Kanter, 1977)....

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  • ...Another interesting question is whether the effects of observing a lack of representation of people with one's skills, education, and functional background at the top are the same as the effects of observing few people of one's type in terms of race and gender (Ely, 1994; Kanter, 1977)....

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  • ...Korn, Milliken, and Lant (1992) found that increasing the functional diversity of the top management team was associated with positive performance returns (as measured by increases in returns on assets [ROA]) in the furniture industry but not in the software industry. This finding suggests that functional diversity in management teams may add value in terms of dealing with environmental complexity but that it may not facilitate coping with environmental volatility. This argument is consistent with the logic Smith and colleagues (1994) used in predicting that heterogeneity in functional backgrounds on top management teams would increase the use of bureaucratic control mechanisms, thereby slowing decision making and impeding firm performance in volatile industries. Their empirical results, however, did not support their predictions. They found that functional heterogeneity of the top management team had no effect on organizational performance (i.e., ROI, sales growth), nor did it have any effect on communication patterns or social integration. Simons (1995) might explain this finding by arguing that functional diversity will only be positively associated with organizational performance when the team uses decision processes that allow debate....

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  • ...Korn, Milliken, and Lant (1992) found that increasing the functional diversity of the top management team was associated with positive performance returns (as measured by increases in returns on assets [ROA]) in the furniture industry but not in the software industry. This finding suggests that functional diversity in management teams may add value in terms of dealing with environmental complexity but that it may not facilitate coping with environmental volatility. This argument is consistent with the logic Smith and colleagues (1994) used in predicting that heterogeneity in functional backgrounds on top management teams would increase the use of bureaucratic control mechanisms, thereby slowing decision making and impeding firm performance in volatile industries....

    [...]

  • ...Korn, Milliken, and Lant (1992) found that increasing the functional diversity of the top management team was associated with positive performance returns (as measured by increases in returns on assets [ROA]) in the furniture industry but not in the software industry....

    [...]

Journal ArticleDOI
TL;DR: In this paper, a meta-analysis reviewed four categories of predictors of objective and subjective career success: human capital, organizational sponsorship, sociodemographic status, and stable individual differences.
Abstract: Using the contest- and sponsored-mobility perspectives as theoretical guides, this meta-analysis reviewed 4 categories of predictors of objective and subjective career success: human capital, organizational sponsorship, sociodemographic status, and stable individual differences. Salary level and promotion served as dependent measures of objective career success, and subjective career success was represented by career satisfaction. Results demonstrated that both objective and subjective career success were related to a wide range of predictors. As a group, human capital and sociodemographic predictors generally displayed stronger relationships with objective career success, and organizational sponsorship and stable individual differences were generally more strongly related to subjective career success. Gender and time (date of the study) moderated several of the relationships examined.

1,987 citations

Journal ArticleDOI
TL;DR: According to stereotypic beliefs about the sexes, women are more communal (selfless and concerned with others) and less agentic (self-assertive and motivated to master) than men.
Abstract: According to stereotypic beliefs about the sexes, women are more communal (selfless and concerned with others) and less agentic (self-assertive and motivated to master) than men. These beliefs were hypothesized to stem from perceivers' observations of women and men in differing social roles: (a) Women are more likely than men to hold positions of lower status and authority, and (b) women are more likely than men to be homemakers and are less likely to be employed in the paid work force. Experiments 1 and 2 failed to support the hypothesis that observed sex differences in status underlie belief in female communal qualities and male agentic qualities. Experiment 3 supported the hypothesis that observed sex differences in distribution into homemaker and employee occupational roles account for these beliefs. In this experiment, subjects perceived the average woman and man stereotypically. Female and male homemakers were perceived as high in communion and low in agency. Female and male employees were perceived as low in communion and high in agency, although female employees were perceived as even more agentic than their male counterparts. Experiments 4 and 5 examined perceptions that might account for the belief that employed women are especially agentic: (a) A double burden of employment plus family responsibilities did not account for this belief, and (b) freedom of choice about being employed accounted for it reasonably well.

1,538 citations


Cites background from "Men and Women of the Corporation"

  • ...Such observations would be made in organizational settings in which the positions held by men tend to be higher in status and authority than the positions held by women (e.g., Brown, 1979; England, 1979; Kanter, 1977; Mennerick, 1975)....

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Journal ArticleDOI
TL;DR: In this paper, the authors examined the business case for the inclusion of women and ethnic minority directors on the board and found no significant relationship between the gender or ethnic diversity of the board, or important board committees, and financial performance for a sample of major US corporations.
Abstract: Manuscript Type: Empirical Research Question/Issue: We examine the business case for the inclusion of women and ethnic minority directors on the board. Specifically, we investigate the relationship between the number of women directors and the number of ethnic minority directors on the board and important board committees and financial performance measured as return on assets and Tobin’s Q. Research Findings/Insights: We do not find a significant relationship between the gender or ethnic diversity of the board, or important board committees, and financial performance for a sample of major US corporations. Our evidence also suggests that the gender and ethnic minority diversity of the board and firm financial performance appear to be endogenous. Theoretical/Academic Implications: Reasonable theoretical arguments drawn from resource dependence theory, human capital theory, agency theory, and social psychology suggest that gender and ethnic diversity may have either a positive, negative, or neutral effect on the financial performance of the firm. Our statistical analysis supports the theoretical position of no effect, either positive or negative. Our results are consistent with a contingency explanation because the effect of the gender and ethnic diversity of the board may be different under different circumstances at different times. Over several companies and time periods, the results could offset to produce no effect. Practitioner/Policy Implications: The results of our analysis do not support the business case for inclusion of women and ethnic minorities on corporate boards. However, we find no evidence of any negative effect either. Our evidence implies that decisions concerning the appointment of women and ethnic minorities to corporate boards should be based on criteria other than future financial performance.

1,297 citations


Cites background from "Men and Women of the Corporation"

  • ...Kanter (1977) indicates that educational credentials can help level the playing field for low-status groups and offers opportunities for greater achievement (Hillman et al., 2002)....

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References
More filters
Journal ArticleDOI
TL;DR: The Organizational Commitment Questionnaire (OCQ) as discussed by the authors ) is a measure of employee commitment to work organizations, developed by Porter and his colleagues, which is based on a series of studies among 2563 employees in nine divergent organizations.

8,144 citations

Journal ArticleDOI
TL;DR: This article reviewed and evaluated recent management research on the effects of different types of diversity in group composition at various organizational levels (i.e., boards of directors, top management groups, and organizational task groups) for evidence of common patterns.
Abstract: In this article, we review and evaluate recent management research on the effects of different types of diversity in group composition at various organizational levels (i.e., boards of directors, top management groups, and organizational task groups) for evidence of common patterns. We argue that diversity in the composition of organizational groups affects outcomes such as turnover and performance through its impact on affective, cognitive, communication, and symbolic processes.

3,053 citations

Journal ArticleDOI
TL;DR: A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to compute an average effect for different leadership scales, and probe for certain moderators of the leadership style-effectiveness relationship as mentioned in this paper.
Abstract: A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to (a) integrate the diverse findings, (b) compute an average effect for different leadership scales, and (c) probe for certain moderators of the leadership style-effectiveness relationship. Transformational leadership scales of the MLQ were found to be reliable and significantly predicted work unit effectiveness across the set of studies examined. Moderator variables suggested by the literature, including level of the leader (high or low), organizational setting (public or private), and operationalization of the criterion measure (subordinate perceptions or organizational measures of effectiveness), were empirically tested and found to have differential impacts on correlations between leader style and effectiveness. The operationalization of the criterion variable emerged as a powerful moderator. Unanticipated findings for type of organization and level of the leader are explored regarding the frequency of transformational leader behavior and relationships with effectiveness.

2,836 citations

Journal ArticleDOI
TL;DR: A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership.
Abstract: A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.

2,161 citations

Journal ArticleDOI
TL;DR: In this paper, a meta-analysis reviewed four categories of predictors of objective and subjective career success: human capital, organizational sponsorship, sociodemographic status, and stable individual differences.
Abstract: Using the contest- and sponsored-mobility perspectives as theoretical guides, this meta-analysis reviewed 4 categories of predictors of objective and subjective career success: human capital, organizational sponsorship, sociodemographic status, and stable individual differences. Salary level and promotion served as dependent measures of objective career success, and subjective career success was represented by career satisfaction. Results demonstrated that both objective and subjective career success were related to a wide range of predictors. As a group, human capital and sociodemographic predictors generally displayed stronger relationships with objective career success, and organizational sponsorship and stable individual differences were generally more strongly related to subjective career success. Gender and time (date of the study) moderated several of the relationships examined.

1,987 citations