The Development of Female Global Managers: The Role of Mentoring and Networking

Linehan, Margaret; Scullion, Hugh

doi:10.1007/s10551-007-9657-0

Cited by 122 publications

(115 citation statements)

References 39 publications

(47 reference statements)

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“…Unfortunately, this kind of information is extremely difficult to obtain for significant numbers of individuals. Most studies of social networks in a business context (see Linehan and Scullion, 2008;Metz and Tharenou, 2001;Tattersall and Keogh, 2006;Forret and Dougherty, 2004) have conducted interviews and collected detailed information about a relatively small number of individuals and their active networks of contacts; these subjects are often employees of the same firm or users of the same professional network (which raises questions about selection). We do not have such data.…”

Section: Data Descriptionmentioning

confidence: 99%

The Old Boy Network: The Impact of Professional Networks on Remuneration in Top Executive Jobs

Lalanne

Seabright

2016

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may AbstractWe investigate the impact of social networks on earnings using a dataset of over 20,000 senior executives of European and US firms. The size of an individual's network of influential former colleagues has a large positive association with current remuneration. An individual at the 75th percentile in the distribution of connections could expect to have a salary nearly 20 per cent higher than an otherwise identical individual at the median. We use a placebo technique to show that our estimates reflect the causal impact of connections and not merely unobserved individual characteristics. Networks are more weakly associated with women's remuneration than with men's. This mainly reflects an interaction between unobserved individual characteristics and firm recruitment policies. The kinds of firm that best identify and advance talented women are less likely to give them access to influential networks than are firms that do the same for the most talented men.JEL codes: A14, J16, J31, J33

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Section: Data Descriptionmentioning

confidence: 99%

The Old Boy Network: The Impact of Professional Networks on Remuneration in Top Executive Jobs

Lalanne

Seabright

2016

SSRN Journal

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“…In organizational settings, a network usually involves contacts with a variety of colleagues for the purpose of mutual work benefits (Linehan and Scullion, 2008). It also depends on informal interactions involving favors, persuasion, and connections to people who already have influence 33 4…”

Section: Understanding Network In Organizationsmentioning

confidence: 99%

Networking in the workplace: Implications for women's career development

Wang

2009

New Dir Adult Contin Educ

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Although the value of social capital for organization and individual career success is widely recognized, gender as a moderator in the building Jia WangWidely recognized as a valuable asset for creating healthy organizations (Timberlake, 2005), social capital is leveraged in the workplace for task accomplishment, career advancement, and social support (Bartol and Zhang, 2007). However, access to social capital in an organization is not always equitable (Ragins and Cotton, 1991). Literature strongly suggests that women do not have equal access to social capital because they are often excluded from the social networks most important for power acquisition and career success. Furthermore, even when women do have access to or invest time in building social networks, the return is not always desirable. This chapter examines how women form and leverage networks to gain social support for their careers. It offers implications and suggestions for organizations and professional women regarding how to create a workplace that reinforces gender equality and facilitates women' s career progress. Understanding Networks in OrganizationsA network is a set of actors and the set of ties representing some relationship, or lack thereof, between the actors (Brass, Galaskiewicz, Greve, and Tsai, 2004). In organizational settings, a network usually involves contacts with a variety of colleagues for the purpose of mutual work benefits (Linehan and Scullion, 2008). It also depends on informal interactions involving favors, persuasion, and connections to people who already have influence 33 4

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“…Organizational networks influence promotion and acceptance, particularly of female employees Linehan and Scullion (2008). Their findings also revealed that effective networking is a key barrier to the …”

Section: Female Media Workers' Employment Status: Demographic Andmentioning

confidence: 95%

Organisational Factors as Predictors of Female Professionals’ Employment Status In Electronic Media In South-West Nigeria

Adebawojo¹,

Olajide²,

Kester³

2016

IOSR

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ABSTRACT:-Female Media Professionals" (FMPs) employment and involvement level in Electronic Media Houses (EMHs) have increased over the years. Despite this significant increase, the FMPs are still concentrated at the lower and middle employment stratum.This study, therefore, examined the influence of organisational and demographic factors on the employment status and job performance of female media professionals in electronic media houses in South West Nigeria.The descriptive survey research design was adopted. Total enumeration sampling technique was used to select 1,231 FMPs from 42 EMHs across the six states of south-west. The instruments used were Employment Status Inventory (r=0.82), and Organisational Factor Scale (r=0.88). Two research hypotheses were tested at 0.05 level of significance. Data were analysed using Pearson"s product moment correlation, and multiple regression and content analysis.Organisational and demographic factors jointly predicted FMPs employment status (F (2,1228) =1837.67). The components of organisational factors positively correlated with employment status as follows; networking (r=0.87), work environment (r= 0.87), organisational culture (r= 0.85), mentoring (r= (0.69), training (r=0.62), condition of service (r=0.60) and supervisory support (r=0.56). In order to improve the employment status of women it was recommended among other things that male senior managers and directors as well as the few female directors should continue to give required and necessary supervisory support to their female subordinates and ensure that the female workers at the lower levels are properly mentored and encouraged to grow into higher levels in the profession.

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The Development of Female Global Managers: The Role of Mentoring and Networking

Cited by 122 publications

References 39 publications

The Old Boy Network: The Impact of Professional Networks on Remuneration in Top Executive Jobs

The Old Boy Network: The Impact of Professional Networks on Remuneration in Top Executive Jobs

Networking in the workplace: Implications for women's career development

Organisational Factors as Predictors of Female Professionals’ Employment Status In Electronic Media In South-West Nigeria

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