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  1. The glass ceiling hypothesis: A comparative study of the united states, sweden, and australia.Erik Olin Wright & Janeen Baxter - 2000 - Gender and Society 14 (2):275-294.
    The general-case glass ceiling hypothesis states that not only is it more difficult for women than for men to be promoted up levels of authority hierarchies within workplaces but also that the obstacles women face relative to men become greater as they move up the hierarchy. Gender-based discrimination in promotions is not simply present across levels of hierarchy but is more intense at higher levels. Empirically, this implies that the relative rates of women being promoted to higher levels compared to (...)
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  • Gender-based pay gaps: Methodological and policy issues in university salary studies.Julia Mcquillan & Myra Marx Ferree - 1998 - Gender and Society 12 (1):7-39.
    Methodology is often a point of contention in gender-based salary studies. Although this debate seems at first to be merely about technical issues, it also has an important conceptual dimension. We argue that there are two competing implicit conceptions of discrimination, one institutional and the other individual, that underlie many such debates. We first contrast the preferred methodologies advanced by each side, the policy capturing approach and the flagging approach, and explore the theoretical meaning of their statistical models. We then (...)
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  • HIERARCHIES, JOBS, BODIES:: A Theory of Gendered Organizations.Joan Acker - 1990 - Gender and Society 4 (2):139-158.
    In spite of feminist recognition that hierarchical organizations are an important location of male dominance, most feminists writing about organizations assume that organizational structure is gender neutral. This article argues that organizational structure is not gender neutral; on the contrary, assumptions about gender underlie the documents and contracts used to construct organizations and to provide the commonsense ground for theorizing about them. Their gendered nature is partly masked through obscuring the embodied nature of work.jobs and hierarchies, common concepts in organizational (...)
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  • Experimental and quasi-experimental designs for research.Donald Thomas Campbell - 1966 - Chicago,: R. McNally. Edited by Julian C. Stanley & N. L. Gage.
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