Although the existing theory predicts that a referral's chances of being hired increase with the job performance of the referrer, no empirical evidence is available to support this claim. To address this discrepancy, we decompose the recruitment process into objective selection, subjective selection, and self-selection and theorize that the likelihood of passing a particular recruitment stage increases with the performance of the referrer under objective selection and self-selection, but remains undetermined at a stage of subjective selection. Our analysis of unique comprehensive data on online recruitment of sales agents in a virtual call center supports these arguments. The effectiveness of personnel as a recruitment channel varies with the type of the recruitment stage and performance of the referrer. When the firm evaluates candidates by an objective criterion, the advantage of a referral increases with the performance of his or her referrer; those referred by relatively high-performing workers are significantly better than the applicants who learned about the job from Internet ads. When job candidates self-select into the next stage of the online application process, the referral of any agent is more likely to continue than a nonreferral, and this likelihood increases with the performance of the referrer. On a subjective stage, the outcome is contingent on the intricacies of the recruitment process. In our case, an applicant's chances of being hired increase with the performance of his or her referrer because the firm rejects the referrals of low-performing workers at a higher rate than it does nonreferrals, while it treats equally the referrals of high-performing workers and nonreferrals. The study's contributions to the literature on social networks in labor markets are discussed.

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The literatures on gender status stereotyping and glass ceiling have shown that women managers have more difficult job experiences than men, but whether these experiences result in lower job satisfaction is still an open question. Using fixed-effects models in a longitudinal national sample, this study examines differences in job satisfaction between women and men promoted into lower-and higher-level management, after controlling for key determinants of job satisfaction. Results indicate that promotions to management are accompanied by an increase in job satisfaction for men, but not for women and that the differing effect lasts beyond the promotion year. Moreover, following promotion, the job satisfaction of women promoted to higher-level management even starts declining. The type of promotion (internal or lateral) does not modify this effect. By clarifying the relationship between gender, promotion to managerial position and job satisfaction the study contributes to the literature on the gender gap in managerial representation.

Original citation:Lane, Christel and Lup, Daniela (2015) Cooking under fire: managing multilevel tensions between creativity and innovation in haute cuisine. Industry and Innovation, 22 (8 we identify tensions at two distinct levels of analysis. The first tension, situated at the individual level, occurs between the artistic identity of the chefs-de-cuisine and their work identity; the second one, at the organizational level, arises because creativity and implementation are equally important for the organizational success, thus making it impossible to disentangle chefs' contribution from that of the kitchen brigade. Case evidence shows that effective tactics for managing these tensions simultaneously emphasize distinctions and create synergies between the contradictory elements of each tension.Moreover, our cross-national sample allows us to show how differences at the national institutional level affect the management of tensions and thus shed light on the mechanisms through which institutional environments affect innovation. These insights contribute to existing research in creativity and innovation.___________________________________________________________________