Evidence-based management requires management scholars to draw causal inferences. Researchers generally rely on observational data sets and regression models where the independent variables have not been exogenously manipulated to estimate causal effects; however, using such models on observational data sets can produce a biased effect size of treatment intervention. This article introduces the propensity score method (PSM)-which has previously been widely employed in social science disciplines such as public health and economics-to the management field. This research reviews the PSM literature, develops a procedure for applying the PSM to estimate the causal effects of intervention, elaborates on the procedure using an empirical example, and discusses the potential application of the PSM in different management fields. The implementation of the PSM in the management field will increase researchers' ability to draw causal inferences using observational data sets. Keywords causal effect, propensity score method, matching Management scholars are interested in drawing causal inferences (Mellor & Mark, 1998). One example of a causal inference that researchers might try to determine is whether a specific management practice, such as group training or a stock option plan, increases organizational performance. Typically, management scholars rely on observational data sets to estimate causal effects of the management practice. Yet, endogeneity-which occurs when a predictor variable correlates with the error term-prevents scholars from drawing correct inferences (Antonakis, Bendahan, Jacquart, & Lalive, 2010; Wooldridge, 2002). Econometricians have proposed a number of techniques to deal

A large body of research has examined social networks in organizational contexts. While this work has enhanced scholars' understanding of the antecedents and consequences of networks, missing from this literature is a comprehensive framework that simplifies and clarifies this complex body of work. In response, the authors develop a framework that classifies network research into four major categories, with the purpose of guiding scholars' choices among the various theories, constructs, measures, research designs, and analytic strategies inherent in the social network literature. The authors also provide recommendations for future work aimed at advancing the state of network research in organizational contexts.

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We draw on relative deprivation theory to examine how the context influences the relationship between employees’ perceptions of gender discrimination and outcomes at work using a meta-analysis and two complementary empirical studies. Our meta-analysis includes 85 correlations from published and unpublished studies from around the world to assess correlates of perceived workplace gender discrimination that have significant implications for employees. We extend relative deprivation theory to identify national differences in labor laws and cultural norms as contextual factors that affect the threshold for feeling deprived and moderate the relationship between perceived workplace gender discrimination and employee outcomes. Findings show that perceived gender discrimination is negatively related to job attitudes, physical health outcomes and behaviors, psychological health, and work-related outcomes (job-based and relationship-based). Correlations between perceived workplace gender discrimination and physical health outcomes and behaviors were stronger in countries with more broadly integrated labor policies and stringently enforced labor practices focused on promoting gender equality. Correlations were also stronger in countries with more gender-egalitarian cultural practices across multiple employee outcomes of perceived workplace gender discrimination. Further, results from two complementary studies (one employee survey and one experiment) supported the meta-analytic findings and provided evidence of the relative deprivation rationale central to our theory. Implications for research and practice include the need to consider the influence of the country context in organizational decisions to prevent and address gender discrimination and its consequences for employees and ultimately, for employers.

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