Mentoring and Diversity

Athey, Susan; Avery, Christopher; Zemsky, Peter

doi:10.1257/aer.90.4.765

Cited by 212 publications

(158 citation statements)

References 13 publications

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“…In terms of long-run efficiency, our argument aligns with that of Athey et al (2000). There, affirmative action (characterized as biased promotion practices) may be efficiency enhancing through a "type-based" mentoring technology: individuals gain more firm specific human capital when their mentor is of the same observable type.…”

Section: Introductionsupporting

confidence: 60%

Skill uncertainty and social inference

Oxoby¹

2008

Labour Economics

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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 Skill Uncertainty and Social InferenceRobert J. Oxoby The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent nonprofit company supported by Deutsche Post World Net. The center is associated with the University of Bonn and offers a stimulating research environment through its research networks, research support, and visitors and doctoral programs. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. D I S C U S S I O N P A P E R S E R I E SIZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author.

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Section: Introductionsupporting

confidence: 60%

Skill uncertainty and social inference

Oxoby¹

2008

Labour Economics

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“…See for example Black (1995) and Rosén (2003) for theoretical contributions and Flabbi (2010) and Charles and Guryan (2008) for empirical evidence. 47 We follow the formal definition provided in Athey et al (2000). For examples of empirical place when mentoring is more effective between employees of the same gender.…”

Section: Complementarities Between Female Leadership and Femalementioning

confidence: 99%

Do Female Executives Make a Difference? The Impact of Female Leadership on Gender Gaps and Firm Performance

Flabbi¹,

Macis²,

Moro³

et al. 2016

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We investigate the effects of female executives on gender-specific wage distributions and firm performance. We find that female leadership has a positive impact at the top of the female wage distribution and a negative impact at the bottom. Moreover, the impact of female leadership on firm performance increases with the share of female workers. Our empirical strategy accounts for the endogeneity induced by the non-random assignment of executives to firms by including in the regressions firm fixed effects, by generating controls from a two-way fixed effects regression, and by building instruments based on regional trends. The empirical findings are consistent with a model of statistical discrimination where female executives are better equipped at interpreting signals of productivity from female workers. The evidence suggests substantial costs of underrepresentation of women at the top of the corporate hierarchy AbstractWe investigate the effects of female executives on gender-specific wage distributions and firm performance. We find that female leadership has a positive impact at the top of the female wage distribution and a negative impact at the bottom. Moreover, the impact of female leadership on firm performance increases with the share of female workers. Our empirical strategy accounts for the endogeneity induced by the non-random assignment of executives to firms by including in the regressions firm fixed effects, by generating controls from a two-way fixed effects regression, and by building instruments based on regional trends. The empirical findings are consistent with a model of statistical discrimination where female executives are better equipped at interpreting signals of productivity from female workers. The evidence suggests substantial costs of under-representation of women at the top of the corporate hierarchy.JEL Codes: M5, M12, J7, J16.

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“…In particular, Blau et al (2010) suggest that mentoring programs for female assistant professors lead to a significant increase in performance in terms of publications and grants obtainment. 3 Athey et al (2000) study theoretically how mentoring can lead to different steady states, including a "glass ceiling." They assume that mentor-mentee matching takes place among employees of the same type (e.g., gender), whereby one type (e.g., men) represents the majority at the upper level.…”

Section: Advice and Mentoringmentioning

confidence: 99%

The Impact of Advice on Women's and Men's Selection into Competition

2015

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W e conduct a laboratory experiment to study how advice by a more experienced and better-informed person affects an individual's entry into a real-effort tournament and the gender gap. Our experiment is motivated by the concerns raised by approaching the gender gap through affirmative action policies. Overall, advice improves the entry decision of subjects, in that forgone earnings due to wrong entry decisions go significantly down. The improvements are mainly driven by increased entry of strong-performing women, who also become more confident, and reduced entry of weak-performing men. We find that the overall gender gap persists even though it disappears among low and strong performers. The persistence is due to an emerging gender gap among intermediate performers driven by women (men) following more the advice to stay out of (enter) the tournament in this performance group.

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Mentoring and Diversity

Cited by 212 publications

References 13 publications

Skill uncertainty and social inference

Skill uncertainty and social inference

Do Female Executives Make a Difference? The Impact of Female Leadership on Gender Gaps and Firm Performance

The Impact of Advice on Women's and Men's Selection into Competition

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