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  1. (2 other versions)Social Categories and Business Ethics.David M. Messick - 1998 - The Ruffin Series of the Society for Business Ethics 1:149-172.
    In this article, I want to draw attention to one strand ofthe complex web of processes that are involved when people group others, including themselves, into social categories. I will focus on the tendency to treat members of one's own group more favorably than nonmembers, a tendency that has been called ingroup favoritism. The structure of the article has three parts. First I will offer anevolutionary argument as to why ingroup favoritism, or something very much like it, is required by (...)
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  • Workforce diversity and inequality: Power, status, and numbers.Nancy DiTomaso, Corinne Post & Rochelle Parks-Yancy - manuscript
    Workforce diversity refers to the composition of work units in terms of the cultural or demographic characteristics that are salient and symbolically meaningful in the relationships among group members. Although generally thought of as the purview of management research, the topic of workforce diversity draws from and is relevant to research from sociology and psychology. In this review, we highlight two issues: (a) the importance of the substantial research on inequality to an adequate understanding of workforce diversity and (b) the (...)
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  • (2 other versions)Social Categories and Business Ethics.David M. Messick - 1998 - The Ruffin Series of the Society for Business Ethics 1:149-172.
    In this article, I want to draw attention to one strand ofthe complex web of processes that are involved when people group others, including themselves, into social categories. I will focus on the tendency to treat members of one's own group more favorably than nonmembers, a tendency that has been called ingroup favoritism. The structure of the article has three parts. First I will offer anevolutionary argument as to why ingroup favoritism, or something very much like it, is required by (...)
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  • She’-E-O Compensation Gap: A Role Congruity View.Joyce C. Wang, Lívia Markóczy, Sunny Li Sun & Mike W. Peng - 2019 - Journal of Business Ethics 159 (3):745-760.
    Is there a compensation gap between female CEOs and male CEOs? If so, are there mechanisms to mitigate the compensation gap? Extending role congruity theory, we argue that the perception mismatch between the female gender role and the leadership role may lead to lower compensation to female CEOs, resulting in a gender compensation gap. Nevertheless, the compensation gap may be narrowed if female CEOs display agentic traits through risk-taking, or alternatively, work in female-dominated industries where communal traits are valued. Additionally, (...)
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  • Women Directors on Corporate Boards: From Tokenism to Critical Mass. [REVIEW]Mariateresa Torchia, Andrea Calabrò & Morten Huse - 2011 - Journal of Business Ethics 102 (2):299-317.
    Academic debate on the strategic importance of women corporate directors is widely recognized and still open. However, most corporate boards have only one woman director or a small minority of women directors. Therefore they can still be considered as tokens. This article addresses the following question: does an increased number of women corporate boards result in a build up of critical mass that substantially contributes to firm innovation? The aim is to test if ‘at least three women’ could constitute the (...)
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  • Resistance to Change in the Corporate Elite: Female Directors’ Appointments onto Nordic Boards.Aleksandra Gregorič, Lars Oxelheim, Trond Randøy & Steen Thomsen - 2017 - Journal of Business Ethics 141 (2):267-287.
    In this empirical study, we investigate the variation in firms’ response to institutional pressure for gender-balanced boards, focusing specifically on the preservation of prevailing practices of director selection and its impact on the representation of women on the board of directors. Using 8 years of data from publicly listed Nordic corporations, we show societal pressure to be one of the determinants of female directorship. Moreover, in some corporations, the director selection process may work to maintain “a traditional type of board”. (...)
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  • (2 other versions)Social Categories and Business Ethics.David M. Messick - 1998 - Business Ethics Quarterly 8 (S1):149-172.
    In this article, I want to draw attention to one strand of the complex web of processes that are involved when people group others, including themselves, into social categories. I will focus on the tendency to treat members of one’s own group more favorably than nonmembers, a tendency that has been called ingroup favoritism. The structure of the article has three parts. First I will offer an evolutionary argument as to why ingroup favoritism, or something very much like it, is (...)
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  • Board Openness During an Economic Crisis.Kangtao Ye, Jigao Zhu & Sunny Li Sun - 2015 - Journal of Business Ethics 129 (2):363-377.
    Does a board with greater gender diversity make better investment decisions? Drawing on Austrian economic cycle theory and work groups theory, we argue that such board openness will help male board members to overcome gender biases, discrimination, and conflicts; integrate different perspectives under the economic cycle and crisis; and foster an environment in which better decisions are made. The results of an empirical study of 14,609 firm-quarter observations from 1,555 listed firms in China between 2007 and 2009 strongly support our (...)
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  • On the Power of a Clear Definition of Rationality.David M. Messick - 1998 - Business Ethics Quarterly 8 (3):477-480.
    In this paper, we argue that the use of the term “rationality” in Judgment in Managerial Decision Making (JMDM) is extremely useful,and creates a useful dialogue between philosophical and psychological perspectives of ethics and morality. We conclude that whilebehavioral decision research can gain important insights by more fully including philosophical discussions of rationality, both intellectual communities should be clear in their definitions, provide falsifiable predictions, and offer insights that can be tested empirically. We believe that these are important contributions of (...)
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