... The conclusion is followed by a counterpunctual confessional tale designed to destabilize som... more ... The conclusion is followed by a counterpunctual confessional tale designed to destabilize somewhat the comforts of realism, to preempt the expected critics of the genre (many of whom, not granting readers even the most minimal degree of sophistication, insist on belaboring ...
... LIST OF CONTRIBUTORS Rene Cordero Nancy DiTomaso Wayne Eastman George F. Farris Susan W. Hinz... more ... LIST OF CONTRIBUTORS Rene Cordero Nancy DiTomaso Wayne Eastman George F. Farris Susan W. Hinze Matt L. Huffman Stephen L. Klineberg David A. Kravitz Orly Label Rochelle Parks-Yancy Maritsa V. Poros Corinne Post School of Management, New Jersey Institute of ...
Purpose – This paper aims to evaluate alternative theories about how perceived innovativeness and... more Purpose – This paper aims to evaluate alternative theories about how perceived innovativeness and perceived relational skills interact with gender to explain evaluations by managers of scientists and engineers' promotability into management.Design/methodology/approach – A cross‐sectional design is used. The sample (n=2,278) is drawn from 24 large US corporations. Separate surveys are administered in each corporation to scientists and engineers and to managers evaluating them.Findings – Managers rate men and women equally promotable. Furthermore, women whom managers perceived to be especially innovative receive higher evaluations of promotability than similarly accomplished men. And, among those perceived to have low relational skills, women and men are evaluated similarly.Research limitations/implications – More research is needed to evaluate how ambivalent stereotypes and pressures from organizations to suppress categorical thinking might combine to affect evaluation and selection processes in diverse wo...
Karen AndesChris Boyer Mark W. Colvin Robert William Abdelaziz Ronald Breiger Neil Brenner Peter ... more Karen AndesChris Boyer Mark W. Colvin Robert William Abdelaziz Ronald Breiger Neil Brenner Peter Abell Connell Walter Connor Janet Abu-Lughod Xavier de Souza Briggs Ari Adut Daniel T. Cook Karen Cook James A. Aho Clem Brooks Charles Broughton Arthur Alderson Diana Crane Bruce Cumings Paul D. Allison Cliff Brown Christopher R. Omar Altalib William D’Antonio Russell J. Dalton Kristi Andersen Browning Rogers Brubaker Gösta EspingMartin David F. James Davis Andersen Chris Buckley Stephen G. Bunker Douglas L. Anderton Michael Dawson Nicholas DeGenova Chris Ansell John Burdick Peter J. Burke Said A. Arjomand Tia DeNora Nancy Denton Giovanni Arrighi Paul Burstein Vincent Buskens T. R. Balakrishnan Mario Diani Paul DiMaggio Mark Baldassare Craig Calhoun Charles Camic Jennifer S. Barber Thomas A. DiPrete Nancy DiTomaso Emily Barman Cameron Campbell David Card William P. Barnett William J. Dixon Jay P. Dolan Charles M. Beach Elwood Carlson Patrick J. Carr Peter S. Bearman Sanford Dornbusch Alex Downes Robert D. Benford Deborah Carr Glenn R. Carroll Michael L. Benson Prasenjit Duara Greg J. Duncan Ivar Berg Lisa M. Catanzarite James C. Cavendish Joseph Berger Mitchell Duneier Susan Eckstein Philippe Besnard Anita Chan Maria Charles Yanjie Bian Lauren B. Edelman David J. Eggebeen William T. Bielby Mark Chaves Xiang-ming Chen Nicole W. Biggart Stephen J. Ellingson Christopher G. Judith R. Blau Andrew J. Cherlin Dennis Chong Mark Blaug Ellison Mustafa Emirbayer Kathleen M. Blee Kelly Chong Nicholas Christakis Fred L. Block Paula England Bonnie H. Erickson Alessandro Bonanno Kevin J. Christiano Richard Cloward Jonathan Bone Thomas Espenshade K. Peter Etzkorn Alan Booth Myron Cohen Lawrence Cohen Stephen P. Borgatti Mariah D. R. Evans Rick Fantasia Judy Boruchoff Samuel Cohn Bernard Cohn Christine Bose Thomas J. Fararo George Farkas Charles Bosk Randall Collins Scott L. Coltrane Terry Boswell Reynolds Farley
This paper contributes to the diversity literature (especially as it relates to teams) by explori... more This paper contributes to the diversity literature (especially as it relates to teams) by exploring an important and relatively under researched assumption, namely, that more variety in demographic...
Oxford Research Encyclopedia of Business and Management
Discrimination is behaving differently toward people from different social identity groups, such ... more Discrimination is behaving differently toward people from different social identity groups, such as those based on race, ethnicity, gender, age, or some other category that is not related to the qualifications, contributions, or performance of the target group members. It is usually thought of as unfair and is often illegal. Discrimination has been the subject of substantial research in the social and behavioral sciences. It can entail acting more favorably toward those who have not earned it or less favorably toward those who have, although most of the research focuses on the negative behavior toward less favored groups rather than on the positive behavior toward more favored groups. Although discrimination can occur in many domains, this paper focuses primarily on discrimination in work and organizations. Research on labor market discrimination spans disciplines with most research being done in economics, sociology, psychology, and law, as well as in business or management. Such r...
13 White Views of Civil Rights: Color Blindness and Equal Opportunity NANCY DITOMASO ROCHELLE PAR... more 13 White Views of Civil Rights: Color Blindness and Equal Opportunity NANCY DITOMASO ROCHELLE PARKS-YANCY CORINNE POST There are few subjects that generate as much conflict in US history as race relations (Kinder and Sanders 1996), and yet few white Americans think ...
Managers structure teams in a variety of ways, which are likely to influence the ability of team ... more Managers structure teams in a variety of ways, which are likely to influence the ability of team members to interact and collaborate. We explore the effects of managerial decisions about the structure of teams by configuration, assignment, and geography. In our conceptualization, we consider a team member's psychological distance as a mediator and the richness of social cues and psychological safety as moderators of the effects of the type of team structure on individual perceptions of the team process of communication and the emergent state of trust in other team members. We contribute to the literature by exploring the different underlying mechanisms through which the type of team structure affects a team member's psychological responses and interactions among team members. Noting that physical distance is difficult to change, we focus instead on perceived psychological distance, which offers a framework that facilitates both better understanding and a means to address col...
IEEE International Engineering Management Conference
ABSTRACT Technical supervisors can increase the performance and job satisfaction of their subordi... more ABSTRACT Technical supervisors can increase the performance and job satisfaction of their subordinates indirectly by acting as catalysts, and directly by acting as captains. Findings from a study of 2172 technical professionals suggest that technical, but mainly people and administrative skills, help supervisors act as catalysts. In contrast, the findings also suggest that although people skills help supervisors act as captains, technical skills help supervisors only marginally, and administrative skills mainly detract them from acting as captains. Moreover, the findings suggest that the more supervisors act as catalysts, the less supervisors act as captains. The implications of the findings are discussed.
Abstract: This paper reports on interviews with 246 randomly selected whites (25-55) in three are... more Abstract: This paper reports on interviews with 246 randomly selected whites (25-55) in three areas of the country regarding views of civil rights and equal opportunity. The interviews find that most whites are positive about the civil rights movement, but are ...
This paper theorizes how reciprocal obligations that are inherent in social capital resource exch... more This paper theorizes how reciprocal obligations that are inherent in social capital resource exchanges work for groups defined by gender, class and race. When one receives favors, there is generally an expectation that the favor will be returned either to the group as a whole or to the individual who extended the favor. While these ideas are discussed in the social capital literature, insufficient attention has been given to how these processes may differ for groups defined by gender, class and race and how these differences affect the groups' socioeconomic circumstances. This paper provides theoretical clarity to these issues.
In this paper we argue that the sociostructural position of groups must be taken into considerati... more In this paper we argue that the sociostructural position of groups must be taken into consideration along with motivational and cognitive processes to explain evaluations received and made by women, Blacks, Hispanics, and Asians. With this framework, we analyze performance ratings for a sample of 2,445 scientists and engineers from 24 U.S. companies and find that (a) there is more
... The conclusion is followed by a counterpunctual confessional tale designed to destabilize som... more ... The conclusion is followed by a counterpunctual confessional tale designed to destabilize somewhat the comforts of realism, to preempt the expected critics of the genre (many of whom, not granting readers even the most minimal degree of sophistication, insist on belaboring ...
... LIST OF CONTRIBUTORS Rene Cordero Nancy DiTomaso Wayne Eastman George F. Farris Susan W. Hinz... more ... LIST OF CONTRIBUTORS Rene Cordero Nancy DiTomaso Wayne Eastman George F. Farris Susan W. Hinze Matt L. Huffman Stephen L. Klineberg David A. Kravitz Orly Label Rochelle Parks-Yancy Maritsa V. Poros Corinne Post School of Management, New Jersey Institute of ...
Purpose – This paper aims to evaluate alternative theories about how perceived innovativeness and... more Purpose – This paper aims to evaluate alternative theories about how perceived innovativeness and perceived relational skills interact with gender to explain evaluations by managers of scientists and engineers' promotability into management.Design/methodology/approach – A cross‐sectional design is used. The sample (n=2,278) is drawn from 24 large US corporations. Separate surveys are administered in each corporation to scientists and engineers and to managers evaluating them.Findings – Managers rate men and women equally promotable. Furthermore, women whom managers perceived to be especially innovative receive higher evaluations of promotability than similarly accomplished men. And, among those perceived to have low relational skills, women and men are evaluated similarly.Research limitations/implications – More research is needed to evaluate how ambivalent stereotypes and pressures from organizations to suppress categorical thinking might combine to affect evaluation and selection processes in diverse wo...
Karen AndesChris Boyer Mark W. Colvin Robert William Abdelaziz Ronald Breiger Neil Brenner Peter ... more Karen AndesChris Boyer Mark W. Colvin Robert William Abdelaziz Ronald Breiger Neil Brenner Peter Abell Connell Walter Connor Janet Abu-Lughod Xavier de Souza Briggs Ari Adut Daniel T. Cook Karen Cook James A. Aho Clem Brooks Charles Broughton Arthur Alderson Diana Crane Bruce Cumings Paul D. Allison Cliff Brown Christopher R. Omar Altalib William D’Antonio Russell J. Dalton Kristi Andersen Browning Rogers Brubaker Gösta EspingMartin David F. James Davis Andersen Chris Buckley Stephen G. Bunker Douglas L. Anderton Michael Dawson Nicholas DeGenova Chris Ansell John Burdick Peter J. Burke Said A. Arjomand Tia DeNora Nancy Denton Giovanni Arrighi Paul Burstein Vincent Buskens T. R. Balakrishnan Mario Diani Paul DiMaggio Mark Baldassare Craig Calhoun Charles Camic Jennifer S. Barber Thomas A. DiPrete Nancy DiTomaso Emily Barman Cameron Campbell David Card William P. Barnett William J. Dixon Jay P. Dolan Charles M. Beach Elwood Carlson Patrick J. Carr Peter S. Bearman Sanford Dornbusch Alex Downes Robert D. Benford Deborah Carr Glenn R. Carroll Michael L. Benson Prasenjit Duara Greg J. Duncan Ivar Berg Lisa M. Catanzarite James C. Cavendish Joseph Berger Mitchell Duneier Susan Eckstein Philippe Besnard Anita Chan Maria Charles Yanjie Bian Lauren B. Edelman David J. Eggebeen William T. Bielby Mark Chaves Xiang-ming Chen Nicole W. Biggart Stephen J. Ellingson Christopher G. Judith R. Blau Andrew J. Cherlin Dennis Chong Mark Blaug Ellison Mustafa Emirbayer Kathleen M. Blee Kelly Chong Nicholas Christakis Fred L. Block Paula England Bonnie H. Erickson Alessandro Bonanno Kevin J. Christiano Richard Cloward Jonathan Bone Thomas Espenshade K. Peter Etzkorn Alan Booth Myron Cohen Lawrence Cohen Stephen P. Borgatti Mariah D. R. Evans Rick Fantasia Judy Boruchoff Samuel Cohn Bernard Cohn Christine Bose Thomas J. Fararo George Farkas Charles Bosk Randall Collins Scott L. Coltrane Terry Boswell Reynolds Farley
This paper contributes to the diversity literature (especially as it relates to teams) by explori... more This paper contributes to the diversity literature (especially as it relates to teams) by exploring an important and relatively under researched assumption, namely, that more variety in demographic...
Oxford Research Encyclopedia of Business and Management
Discrimination is behaving differently toward people from different social identity groups, such ... more Discrimination is behaving differently toward people from different social identity groups, such as those based on race, ethnicity, gender, age, or some other category that is not related to the qualifications, contributions, or performance of the target group members. It is usually thought of as unfair and is often illegal. Discrimination has been the subject of substantial research in the social and behavioral sciences. It can entail acting more favorably toward those who have not earned it or less favorably toward those who have, although most of the research focuses on the negative behavior toward less favored groups rather than on the positive behavior toward more favored groups. Although discrimination can occur in many domains, this paper focuses primarily on discrimination in work and organizations. Research on labor market discrimination spans disciplines with most research being done in economics, sociology, psychology, and law, as well as in business or management. Such r...
13 White Views of Civil Rights: Color Blindness and Equal Opportunity NANCY DITOMASO ROCHELLE PAR... more 13 White Views of Civil Rights: Color Blindness and Equal Opportunity NANCY DITOMASO ROCHELLE PARKS-YANCY CORINNE POST There are few subjects that generate as much conflict in US history as race relations (Kinder and Sanders 1996), and yet few white Americans think ...
Managers structure teams in a variety of ways, which are likely to influence the ability of team ... more Managers structure teams in a variety of ways, which are likely to influence the ability of team members to interact and collaborate. We explore the effects of managerial decisions about the structure of teams by configuration, assignment, and geography. In our conceptualization, we consider a team member's psychological distance as a mediator and the richness of social cues and psychological safety as moderators of the effects of the type of team structure on individual perceptions of the team process of communication and the emergent state of trust in other team members. We contribute to the literature by exploring the different underlying mechanisms through which the type of team structure affects a team member's psychological responses and interactions among team members. Noting that physical distance is difficult to change, we focus instead on perceived psychological distance, which offers a framework that facilitates both better understanding and a means to address col...
IEEE International Engineering Management Conference
ABSTRACT Technical supervisors can increase the performance and job satisfaction of their subordi... more ABSTRACT Technical supervisors can increase the performance and job satisfaction of their subordinates indirectly by acting as catalysts, and directly by acting as captains. Findings from a study of 2172 technical professionals suggest that technical, but mainly people and administrative skills, help supervisors act as catalysts. In contrast, the findings also suggest that although people skills help supervisors act as captains, technical skills help supervisors only marginally, and administrative skills mainly detract them from acting as captains. Moreover, the findings suggest that the more supervisors act as catalysts, the less supervisors act as captains. The implications of the findings are discussed.
Abstract: This paper reports on interviews with 246 randomly selected whites (25-55) in three are... more Abstract: This paper reports on interviews with 246 randomly selected whites (25-55) in three areas of the country regarding views of civil rights and equal opportunity. The interviews find that most whites are positive about the civil rights movement, but are ...
This paper theorizes how reciprocal obligations that are inherent in social capital resource exch... more This paper theorizes how reciprocal obligations that are inherent in social capital resource exchanges work for groups defined by gender, class and race. When one receives favors, there is generally an expectation that the favor will be returned either to the group as a whole or to the individual who extended the favor. While these ideas are discussed in the social capital literature, insufficient attention has been given to how these processes may differ for groups defined by gender, class and race and how these differences affect the groups' socioeconomic circumstances. This paper provides theoretical clarity to these issues.
In this paper we argue that the sociostructural position of groups must be taken into considerati... more In this paper we argue that the sociostructural position of groups must be taken into consideration along with motivational and cognitive processes to explain evaluations received and made by women, Blacks, Hispanics, and Asians. With this framework, we analyze performance ratings for a sample of 2,445 scientists and engineers from 24 U.S. companies and find that (a) there is more
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