Mitchell G. Rothstein, Ronald J. Burke and Julia M. Bristor
This study investigated a series of hypotheses stemming from Ibarra's (1993) proposed conceptual framework for understanding differences between women's and men's interpersonal…
Abstract
This study investigated a series of hypotheses stemming from Ibarra's (1993) proposed conceptual framework for understanding differences between women's and men's interpersonal networks. Using a sample of 112 managers, we examined differences between women's and men's network structural characteristics, and the relationships between these characteristics and support benefits obtained. Consistent with Ibarra, we found that certain network characteristics varied considerably between women and men managers. Women and men tended to belong to different networks in their organizations. Although both groups obtained similar amounts of support from their networks, women managers received their support from substantially different networks, characterized by lower levels of status and power in their organizations. Results are interpreted with respect to Ibarra's theoretical propositions concerning differences between women's and men's networks in organizations.
Ronald J. Burke, Julia M. Bristor and Mitch Rothstein
Although more women are entering managerial and professional jobs with increasingly appropriate academic and experience credentials for upward mobility, few of them make it to…
Abstract
Although more women are entering managerial and professional jobs with increasingly appropriate academic and experience credentials for upward mobility, few of them make it to senior management or executive ranks (Morrison & Von Glinow, 1990). They encounter a glass ceiling (Morrison, White & Van Velsor, 1987), an almost impenetrable barrier, which prevents them from reaching the top levels.
Ronald J. Burke, Mitchell G. Rothstein and Julia M. Bristor
Presents descriptive information on interpersonal networks, bothinside and outside of one′s organization, among managerial andprofessional women and men. Sex differences were also…
Abstract
Presents descriptive information on interpersonal networks, both inside and outside of one′s organization, among managerial and professional women and men. Sex differences were also examined. Data were collected from 57 women and 55 men in early and mid‐career stages using questionnaires. Respondents indicated an average of 4.9 individuals in their inside networks and 2.8 individuals in their outside networks. There was a higher percentage of men in both networks, but the difference was smaller in outside than in inside networks. Respondents interacted with inside and outside network members about once a week. Inside network members held staff rather than line jobs, were at slightly higher organizational levels and were only modestly connected to powerful organizational leaders. Outside networks consisted mostly of friends and spouses. The networks of women and men had some differences. Women′s networks contained more women than did men′s networks. Women also received a greater number of developmental functions from their outside network, with a similar tendency from their inside network as well.
Ronald J. Burke, Julia M. Bristor and Mitchell G. Rothstein
Describes an exploratory study to examine the interpersonalnetworks of managerial women and men. Women and men indicated allpotentially supportive relationships they had both…
Abstract
Describes an exploratory study to examine the interpersonal networks of managerial women and men. Women and men indicated all potentially supportive relationships they had both inside and outside their organizations. Data were collected from 57 women and 55 men using questionnaires. Includes also potential antecedents of such relationships (individual demographic, work environment), consequences (job satisfaction, career success, job involvement) and network characteristics (number of individuals, frequency of interactions, development functions provided). Finds that all respondents indicate having network members both inside and outside their organizations. Insiders are more numerous than outsiders. Finally hierarchical regression analyses indicate few effects of developmental functions from network members on work and career outcomes when personal and work setting characteristics are controlled.
Details
Keywords
The aim of this paper is to provide an advanced understanding of the dynamics of a scholarly career.
Abstract
Purpose
The aim of this paper is to provide an advanced understanding of the dynamics of a scholarly career.
Design/methodology/approach
An assemblage of a theoretic lens was adopted to help make sense of how the focal scholar came to have certain capacities and characteristics and how these evolved over time.
Findings
The critical determinants of the capacities of this scholar have arisen from intersections with the institutions she has been a part of and individuals with whom she has been privileged to interact.
Originality/value
This paper is the first to adapt an assemblage theoretic lens to make sense of a professional’s career accomplishments and trajectory and to draw inferences for career management from this perspective.