If you're so smart, why aren't you the boss? Explaining the persistent vertical gender gap in management.

Autor/inn/en	Haveman, Heather A.; Beresford, Lauren S.
Institution	University of California (Berkeley, Calif.). Institute for Research on Labor and Employment
Titel	If you're so smart, why aren't you the boss? Explaining the persistent vertical gender gap in management. Gefälligkeitsübersetzung: Wenn du so schlau bist, warum bist du dann nicht der Boss? Erklärung der anhaltenden vertikalen Geschlechtertrennung im Management.
Quelle	Berkeley, CA (2011), 25 S. PDF als Volltext kostenfreie Datei Link als defekt meldenVerfügbarkeit
Reihe	IRLE working paper. 109-11
Sprache	englisch
Dokumenttyp	online; Monographie
Schlagwörter	Kultur; Mobilitätsbarriere; Familie; Frau; Geschlechterrolle; Geschichte (Histor); Erwerbstätigkeit; Management; Privatwirtschaft; Beruf; Berufliche Qualifikation; Beruflicher Aufstieg; Berufserfahrung; Qualifikationsniveau; Geschlechterverteilung; Geschlechtsspezifik; Führungskraft; Leitender Angestellter; USA
Abstract	"Over the last four decades, women have made substantial inroads into management jobs. But most women are in lower- and middle-management jobs, and few are in top management jobs. This vertical gender gap occurs even among those with elite educational credentials. Female graduates of highly ranked MBA programs take lower-status jobs than their male counterparts, even after controlling for years of work experience, children living at home, industry, region, and aspirations to be senior executives. Moreover, these female MBA graduates lag behind their male counterparts at all stages. This vertical gender gap in management has important implications. Most basically, because women are less likely than men to be in top management jobs, they tend to earn less than men and to have less formal authority than men. Human capital theory predicts that women are less likely than men to be promoted to top management for three related reasons: women acquire fewer of the necessary educational credentials than men, women prefer different kinds of jobs than men, and women accumulate less of the required work experience than men. After discussing the impact of these individual differences on men's and women's advancement into the upper ranks of management, we argue that cultural schemas, specifically gender roles and gender norms, explain most of these gender differences. Our analysis focuses on managers in the private sector because over four-fifths of the labor force works in the private sector and the most powerful and most highly compensated management jobs are in that sector. We analyze data on nationally representative samples, along with the results of published research, to reveal trends over the last four decades - when women began to enter the managerial workforce in large numbers." (Author's abstract, IAB-Doku). Die Untersuchung enthält quantitative Daten. Forschungsmethode: empirisch-quantitativ; empirisch; Sekundäranalyse. Die Untersuchung bezieht sich auf den Zeitraum 1970 bis 2010.
Erfasst von	Institut für Arbeitsmarkt- und Berufsforschung, Nürnberg
Update	2012/2