Scientists at major and minor universities: mobility along the prestige continuum

Debackere, Koenraad; Rappa, Michael A.

doi:10.1016/0048-7333(95)98447-3

Cited by 28 publications

(25 citation statements)

References 23 publications

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“…However, in interpreting these relationships, one must consider how much variation in the prestige of the PhD training program determines prestige in employers. Previous research provides an expectation that the academic labor market has very little upward mobility from low prestige PhD training programs to high prestige employers (Baldi 1994;Debackere and Rappa 1995;Burris 2004). We examine this relationship with the SS5.…”

Section: Correlation Among Key Variablesmentioning

confidence: 89%

“…The PVS has been used to explain the hiring, promotion and retention practices and evaluation criteria of departments (Caplow and McGee 1958;Burke 1988); the structure and mobility patterns of academic careers (Baldi 1994;Debackere and Rappa 1995); the linkages among departments in networks of faculty exchanges (Burris 2004); the balance of effort among task sets for faculty (Clark 1987;Rhode 2006); mission drift in institutional and individual priority setting (Massey 2004); struggles for priority among researchers (Merton 1957); as well as other outcomes within the academic labor market. The exigencies of the PVS have been shown to exacerbate existing status inequalities, both at the individual level (Merton 1968) and at the departmental level (Burris 2004)-thus creating highly and rigidly stratified systems.…”

Section: The Prestige Value System and Faculty Satisfactionmentioning

confidence: 99%

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Are You Satisfied? PhD Education and Faculty Taste for Prestige: Limits of the Prestige Value System

et al. 2010

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This paper empirically evaluates Caplow and McGee's (The academic marketplace, 1958) model of academia as a prestige value system (PVS) by testing several hypotheses about the relationship between prestige of faculty appointment and job satisfaction. Using logistic regression models to predict satisfaction with several job domains in a sample of more than 1,000 recent social science PhD graduates who hold tenure-track or tenured faculty positions, we find that the relationship between prestige of faculty appointment and job satisfaction is modified by PhD program prestige. Graduates of high prestige PhD programs value prestige more highly and graduates of low prestige programs value salary more highly. We explain our findings by incorporating reference group theory and a theory of taste formation into our model of the academic PVS, which identifies PhD programs as sites of socialization to different tastes for prestige (a process of cultural transmission) in addition to their well recognized role in transmission of human and social capital. We discuss practical and theoretical implications of our findings in relation to efforts to measure PhD program quality and to understand the structure of academic labor markets.

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Section: Correlation Among Key Variablesmentioning

confidence: 89%

Section: The Prestige Value System and Faculty Satisfactionmentioning

confidence: 99%

Are You Satisfied? PhD Education and Faculty Taste for Prestige: Limits of the Prestige Value System

et al. 2010

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“…Besides the accumulated intellectual and learning capabilities, these universities have created a social infrastructure with appropriate incentives that foster creation and understanding, and use complex codified knowledge (see Conceic¸a˜o and Heitor, 1999). And finally, as social systems, these universities use reputation and prestige to obtain resources, such as high-quality researchers, students and research funding (Debackere and Rappa, 1995).…”

Section: A Race For Knowledge and The Increasingly Important Role Of mentioning

confidence: 99%

On Improving the University Research Base: The Technical University of Lisbon Case in Perspective

Horta

2008

High Educ Policy

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This article examines the challenges faced by a Portuguese technical university that is striving to develop its research base within a developing science, technology and higher education system. The paper identifies lack of resources, and also organizational factors, as particular challenges. These include faculty inbreeding, career structures and related incentives as hampering factors preventing a faster development of the university research base. These factors are strongly affected by the development of the science, technology and higher education system. It is argued that these challenges can be tackled, but greater institutional autonomy is necessary as well as an increased participation of research and development in university governing bodies. It is also recognized that the different strategies for dealing with the challenges facing universities should take into account the knowledge base of the development of schools.

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“…Further, most of the research that does address the organization-level predictors of career success in interorganizational career moves comes from a unique setting-educational institutions-and focuses almost exclusively on a single factor-the scientific prestige of the educational institution as a predictor of graduates' career success (e.g., Cole & Cole, 1973;Crane, 1965Crane, , 1970Debackere & Rappa, 1995;Fogarty & Ruhl, 1997;Long, 1978). The handful of papers that address the role of organization-level predictors in the corporate context look at the impact of industry leaders on the careers of employees who move to another employer (Hamori, 2006;Higgins, 2005;Higgins & Gulati, 2003).…”

Section: Organization-level Predictors Of Career Successmentioning

confidence: 99%

“…Further, reputable organizations transmit cognitions that are attractive in the labor market. Prestigious universities are more likely to immerse their researchers in the university's innovative, pioneering behavior (Debackere & Rappa, 1995). One leading biotechnology firm's orientation toward results and growth and its "defend your turf" and "just do it" mentality are highly demanded values for other biotech start-ups (Higgins, 2005, p. 127).…”

Section: The Career Imprints Of Reputable Organizationsmentioning

confidence: 99%

Career success after stigmatizing organizational events

Hamori

2007

Human Resource Management

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This article examines the effect of six types of stigmatizing organizational events on employees' career moves to another employer: criticism of the organization in the media; resignation of key individuals from the organization; downsizing; a drop in net income; lawsuits launched by the Securities and Exchange Commission, competitors, or customers; and lawsuits launched by employees. Stigmatizing events that signal the decline of corporate performance are the most devastating for professional career success. Outsiders, on the other hand, are less sensitive to an organization's involvement in lawsuits launched by public authorities or employees. Stigmatizing events affect the career success of every professional in the organization, irrespective of his or her hierarchical level. © 2007 Wiley Periodicals, Inc.

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Scientists at major and minor universities: mobility along the prestige continuum

Cited by 28 publications

References 23 publications

Are You Satisfied? PhD Education and Faculty Taste for Prestige: Limits of the Prestige Value System

Are You Satisfied? PhD Education and Faculty Taste for Prestige: Limits of the Prestige Value System

On Improving the University Research Base: The Technical University of Lisbon Case in Perspective

Career success after stigmatizing organizational events

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