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Working for Female Managers: Gender Hierarchy in the Workplace

  • Illong Kwon

    ()

  • Eva Meyersson Milgrom

    ()

    (Senior Research Scholar, Stanford University)

We study workers’ reactions to changes in the gender composition of top management during a merger or acquisition, finding that an increase in the number of female top managers within their occupation makes male workers more likely to quit, and female workers less likely to quit. These effects vary across occupations, depending on the female share, and male workers’ aversion to female managers is strongest when the female share nears 50 percent. The effects also vary over time and with age, becoming smaller in more recent years and among younger males, but increasing with education level. We find little evidence that these preferences are driven by pecuniary effects.

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Paper provided by Stanford Institute for Economic Policy Research in its series Discussion Papers with number 09-006.

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Date of creation: Feb 2010
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Handle: RePEc:sip:dpaper:09-006
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  1. Dora L. Costa, 2000. "From Mill Town to Board Room: The Rise of Women's Paid Labor," NBER Working Papers 7608, National Bureau of Economic Research, Inc.
  2. Pamela S. Tolbert & Tal Simons & Alice Andrews & Jaehoon Rhee, 1995. "The Effects of Gender Composition in Academic Departments on Faculty Turnover," ILR Review, Cornell University, ILR School, vol. 48(3), pages 562-579, April.
  3. Muriel Niederle & Lise Vesterlund, 2005. "Do Women Shy Away From Competition? Do Men Compete Too Much?," NBER Working Papers 11474, National Bureau of Economic Research, Inc.
  4. Adams, Renée B. & Ferreira, Daniel, 2008. "Women in the Boardroom and Their Impact on Governance and Performance," CEI Working Paper Series 2008-7, Center for Economic Institutions, Institute of Economic Research, Hitotsubashi University.
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  6. Claudia Goldin, 2002. "A Pollution Theory of Discrimination: Male and Female Differences in Occupations and Earnings," NBER Working Papers 8985, National Bureau of Economic Research, Inc.
  7. Manuel F. Bagüés & Berta Esteve-Volart, 2007. "Can gender parity break the glass ceiling? Evidence from a repeated randomized experiment," Working Papers 2007-15, FEDEA.
  8. Susan Athey, 1998. "Mentoring and Diversity," Working papers 98-2, Massachusetts Institute of Technology (MIT), Department of Economics.
  9. George Baker & Michael Gibbs & Bengt Holmstrom, 1994. "The Internal Economics of the Firm: Evidence from Personnel Data," The Quarterly Journal of Economics, Oxford University Press, vol. 109(4), pages 881-919.
  10. Thomas S. Dee, 2005. "A Teacher Like Me: Does Race, Ethnicity, or Gender Matter?," American Economic Review, American Economic Association, vol. 95(2), pages 158-165, May.
  11. Alan E. Dillingham & Marianne A. Ferber & Daniel S. Hamermesh, 1994. "Gender Discrimination by Gender: Voting in a Professional Society," ILR Review, Cornell University, ILR School, vol. 47(4), pages 622-633, July.
  12. Illoong Kwon & Eva M. Meyersson Milgrom, 2007. "Status, Relative Pay, and Wage Growth: Evidence from M&A," Discussion Papers 07-026, Stanford Institute for Economic Policy Research.
  13. Illoong Kwon & Eva Meyersson Milgrom, 2007. "Cohort Effects in Wages and Promotions," Discussion Papers 07-025, Stanford Institute for Economic Policy Research.
  14. K. R. Narayanan, 1954. "Freedom in Modern Society," India Quarterly: A Journal of International Affairs, Indian Council of World Affairs, vol. 10(4), pages 376-381, October.
  15. David A. Carter & Betty J. Simkins & W. Gary Simpson, 2003. "Corporate Governance, Board Diversity, and Firm Value," The Financial Review, Eastern Finance Association, vol. 38(1), pages 33-53, 02.
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