Men and Women of the Corporation
Citations
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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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....
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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....
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1,987 citations
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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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
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