Managerial Momentum: A Simultaneous Model of the Career Progress of Male and Female Managers

Gender, Race, and Promotions within a Private‐Sector Firm

“…If Cannings and Montmarquette (1991) are correct in their assertion that ambition is greater when one is younger and/ or newer to the firm, then the coefficients on tenure and age are likely to pick up much of the bias. Does the answer lie in unmeasured human-capital characteristics that are not picked up in tenure, age, or performance rating?…”

“…Superiors may apply different standards to female or minority groups in deriving measures of performance; a superior's appraisal of the same employee attribute may differ according to the gender and race of the individual worker5; superiors may not treat women and men equally because of stereotypical views regarding women's attachment to the firm or their careers (Cannings and Montmarquette, 1991). Superiors may apply different standards to female or minority groups in deriving measures of performance; a superior's appraisal of the same employee attribute may differ according to the gender and race of the individual worker5; superiors may not treat women and men equally because of stereotypical views regarding women's attachment to the firm or their careers (Cannings and Montmarquette, 1991).…”

Political Skill, Supervisor–Subordinate Guanxi and Career Prospects in Chinese Firms

“…Scholars have previously examined the positive influence of social capital such as guanxi on promotion decisions (Cannings and Montmarquette, 1991; Lin, 1999). Bian (1994, 1997) found that under the former state‐controlled system of employment allocation in China, the only way individual subordinates could influence their job placement and mobility was through guanxi .…”

Breaking Silence: Tactical Choices Women Managers Make in Speaking Up About Gender‐Equity Issues*

“…However, there is continuing evidence of women's difficulties in maintaining career progression rates equal to men's (Stroh et al, 1992), being selected for international assignments that can advance their careers (Forster, 1999), and achieving powerful positions on corporate boards (Bilimoria and Piderit, 1994). Female middle managers face problems with interpersonal networks (Cannings and Montmarquette, 1991), less payoff from human capital (Egan and Bendick, 1994), pay and promotion discrimination (Liff and Ward, 2001; Murrell et al, 1995; Schneer and Reitman, 1995) and bias in performance appraisal processes (Heilman, 2001). If these negative outcomes persist, in part, because positive change is still needed within organizations on issues of gender equity, then understanding the barriers to creating such change is worthwhile.…”