Exploring Underrepresentation: The Case of Faculty of Color in the Midwest

Turner, Caroline; Myers, Samuel L.; Creswell, John W.

doi:10.2307/2649117

Cited by 114 publications

(161 citation statements)

References 10 publications

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“…As extensive past research has highlighted, the under-representation of women and minorities in nearly every academic discipline can be attributed to bias and other forces, including isolation, availability of mentors, preferences, lifestyle choices, occupational stress, devaluation of research conducted primarily by women and minorities, and token-hire misconceptions (Menges and Exum, 1983;Turner, Myers and Creswell, 1999;Correll, 2001;Croson and Gneezy, 2009;. Ultimately, our results document that bias remains a problem in academia and highlight where this particular contributor to underrepresentation most needs attention.…”

Section: Representation Shared Characteristics and Discriminationmentioning

confidence: 63%

“…Qualitative studies provide further evidence that bias continues to plague the Academy by showing that prejudice remains rampant at U.S. institutions of higher learning, creating an unpleasant environment for minority and female students and faculty (Clark and Corcoran, 1986;Anderson et al, 1993;Feagin and Sikes, 1995;Turner, Myers, and Creswell, 1999;Johnsrud and Sadao, 1998;Carr et al, 2000;Gersick, Dutton, and Bartunek, 2000). However, because participants in qualitative studies know their responses are being recorded and analyzed, they may be influenced by a social-desirability bias (Greenwald and Banaji, 1995), and such studies cannot necessarily measure unconscious bias (Greenwald and Banaji, 1995;Valian, 1999;Bertrand, Chugh, and Mullainathan, 2005;Quillian, 2006;Pager and Shepherd, 2008;Ridgeway, 2009;Sue, 2010) or provide insight into the magnitude of bias.…”

Section: Evidence Of Discrimination In Academia and Beyondmentioning

confidence: 99%

See 1 more Smart Citation

What happens before? A field experiment exploring how pay and representation differentially shape bias on the pathway into organizations.

Milkman¹,

Akinola²,

Chugh³

2015

Journal of Applied Psychology

376

253

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Little is known about how discrimination manifests before individuals formally apply to organizations or how it varies within and between organizations. We address this knowledge gap through an audit study in academia of over 6,500 professors at top U.S. universities drawn from 89 disciplines and 259 institutions. In our experiment, professors were contacted by fictional prospective students seeking to discuss research opportunities prior to applying to a doctoral program. Names of students were randomly assigned to signal gender and race (White, Black, Hispanic, Indian, Chinese), but messages were otherwise identical. We hypothesized that discrimination would appear at the informal "pathway" preceding entry to academia and would vary by discipline and university as a function of faculty representation and pay. We found that when considering requests from prospective students seeking mentoring in the future, faculty were significantly more responsive to White males than to all other categories of students, collectively, particularly in higherpaying disciplines and private institutions. Counterintuitively, the representation of women and minorities and discrimination were uncorrelated, a finding that suggests greater representation cannot be assumed to reduce discrimination. This research highlights the importance of studying decisions made before formal entry points into organizations and reveals that discrimination is not evenly distributed within and between organizations. Disciplines Finance and Financial Management | Social and Behavioral SciencesThis journal article is available at

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Section: Representation Shared Characteristics and Discriminationmentioning

confidence: 63%

Section: Evidence Of Discrimination In Academia and Beyondmentioning

confidence: 99%

What happens before? A field experiment exploring how pay and representation differentially shape bias on the pathway into organizations.

Milkman¹,

Akinola²,

Chugh³

2015

Journal of Applied Psychology

376

253

View full text Add to dashboard Cite

show abstract

“…A detailed exposition of the difficulties faced by non-majority faculty in academe is beyond the scope of this paper, but has been examined at length elsewhere (Alexander-Snow & Johnson, 1999;Pellet & Nelson, 1997;Turner, Myers, & Creswell, 1999). A cursory list of potential issues includes (a) the absence of appropriate mentors; (b) research that may be "different" (e.g., more qualitative compared to a discipline's quantitative emphasis); (c) publication outlets that have less visibility, status, or presumed rigor (e.g., relatively high acceptance rates); (d) inordinate requests to serve as minority group representative (e.g., search committees, task forces, roundtables, social events); (e) chilly departmental climate (e.g., other faculty rarely give social invitations to or even show interest in getting to know the minority member); and (f) family background variables (e.g., less sophisticated education) or current family responsibilities (e.g., elder care) that impede progress.…”

Section: Establishing Operationsmentioning

confidence: 99%

The Department Chair: Antecedent and Postcedent Stimulus Control

Rakos¹

2001

Behav. Soc. Iss.

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Academe presents the contemporary department chair with important challenges to effective functioning. Among these are (a) the ambiguous nature of the role itself, which is typically seen as part faculty and part administrator; (b) tenure and faculty governance procedures that reduce opportunities to utilize contingency management; and (c) the differing contingencies that influence the behavior of faculty compared to administrators. Under these circumstances, a chair will likely achieve more success in leading and managing the department, including fostering progressive changes that promote greater fairness, equality, and justice in academia and the community, by relying to a greater extent on antecedent stimulus control than on postcedent control.

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“…However, it is less known of how these roles affect individual identity. The few studies that address identity issues among women describe significant cultural conflicts that arise as individuals attempt to negotiate their own identities in ethnically homogenous and male-dominated academic cultures (see Johnsrud and Sadao, 1998;Turner, 2002;Turner et al, 1999).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Sustainable leadership pre- and within the 21st century

Dzwairo

Nombela

Perumal

2017

Environmental Economics

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This paper reviews literature on sustainable leadership pre- and within the 21st century, using the following nuances: (1) selected dynamics attributable to socio-demographics, (2) implications and barriers that skew gender and leadership bias, and (3) the role of cultural norms and values in leadership practices and processes within organizations. The global challenge for research on sustainable leadership is also discussed, as it must take into account the different cultures, needs and requirements of different organizations within specific environmental contexts. A challenge spoke to the use of international models and strategies in order to achieve semantic interoperability. It is concluded that from the established theoretical framework, a focus on culture and sustainable leadership is needed, as these impact on various aspects of leadership including sustainability. It is suggested that for the future, emerging issues should incorporate sustainability into businesses in order to align environmental and social objectives with business strategies.

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Exploring Underrepresentation: The Case of Faculty of Color in the Midwest

Cited by 114 publications

References 10 publications

What happens before? A field experiment exploring how pay and representation differentially shape bias on the pathway into organizations.

What happens before? A field experiment exploring how pay and representation differentially shape bias on the pathway into organizations.

The Department Chair: Antecedent and Postcedent Stimulus Control

Sustainable leadership pre- and within the 21st century

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