Our study highlights specific ways in which race and gender create inequality in the workplace. Using in-depth interviews with 67 biology PhD students, we show how engagement with research and service varies by both gender and race. By considering the intersection between gender and race, we find not only that women biology graduate students do more service than men, but also that racial and ethnic minority men do more service than white men. White men benefit from a combination of racial (...) and gender privilege, which places them in the most advantaged position with respect to protected research time and opportunities to build collaborations and networks beyond their labs. Racial/ethnic minority women emerge as uniquely disadvantaged in terms of their experiences relative to other groups. These findings illuminate how gendered organizations are also racialized, producing distinct experiences for women and men from different racial groups, and thus contribute to theorizing the intersectional nature of inequality in the workplace. (shrink)

In _Abductive Analysis_, Iddo Tavory and Stefan Timmermans provide a new navigational map for constructing empirically based generalizations in qualitative research. They outline an accessible way to think about observations, methods, and theories that nurtures theory-formation without locking it into predefined conceptual boxes. The authors view research as continually moving back and forth between a set of observations and theoretical generalizations. To craft theory is to then pitch one’s observations in relation to other potential cases, both within and without one’s (...) field. The book provides novel ways to approach the challenges that plague qualitative researchers across the social sciences—how to think about the relation between methods and theories, how to conceptualize causality, how to construct axes of variation, and how to leverage the researcher’s community of inquiry. _Abductive Analysis_ is a landmark work that shows how a pragmatist approach provides a more productive and fruitful way to conduct qualitative research. (shrink)

Companies have devoted significant resources to diversity programs, yet such programs are often largely ineffective. Cultivating an organizational commitment to diversity is critical, but scholars lack a clear understanding of how top executives conceptualize change. In this article, I analyze data from a year-long case study of a Silicon Valley technology company implementing a gender equality initiative. The data include 50 in-depth interviews and observation of 80 executive meetings. I pay special attention to longitudinal interviews with 19 high-level executives and (...) explore how their ideologies about inequality affected their change efforts. I find that executives tend to favor individualistic and societal explanations of gender differences and inequality, and these explanations correspond with change efforts focused mainly on altering individuals or affecting external communities. Executives rarely engaged in attempts to change the organization structurally. Thus, the implementation of gender equality remains limited by top executives’ ideas and assumptions about the sources of inequality. (shrink)

According to the perspective developed in this article, widely shared, hegemonic cultural beliefs about gender and their impact in what the authors call “social relational” contexts are among the core components that maintain and change the gender system. When gender is salient in these ubiquitous contexts, cultural beliefs about gender function as part of the rules of the game, biasing the behaviors, performances, and evaluations of otherwise similar men and women in systematic ways that the authors specify. While the biasing (...) impact of gender beliefs may be small in any one instance, the consequences cumulate over individuals’ lives and result in substantially different outcomes for men and women. After describing this perspective, the authors show how it sheds newlight on some defining features of the gender system and illustrate its implications for research into specific questions about gender inequality. (shrink)

The accumulation and advancement of gender scholarship over past decades has led us to the point where gender scholars today can leverage our deep understanding of the reproduction of gender inequality to develop and test models of change. In this lecture, I present one such model designed to reduce the negative effects of stereotypic biases on women’s workplace outcomes. After synthesizing the literature on stereotyping and bias and showing the limits of past change efforts, I develop a “small wins” model (...) of change. Key to this model is that researchers work with teams of managers to produce concrete, implementable actions that produce visible results. I argue that small wins motivate further action and are the building blocks to larger organizational transformation. Preliminary results from several case studies show that this approach can produce important changes in the short run, such as reducing gender biases in workplace evaluations, and that these small wins can inspire longer run change, such as increases in the rate of hiring women. (shrink)

Gender scholars use the metaphor of the “glass escalator” to describe a tendency for men in women-dominated workplaces to be promoted into supervisory positions. More recently, scholars, including the metaphor’s original author, critique the glass escalator metaphor for not addressing the intersections of gender with other relevant identities or the ways that work has changed in the twenty-first century. I apply an intersectional lens to understand how gender and race shape women’s career paths in tech work, where twenty-first century changes (...) to the organization of workplaces are common. I build on theories of raced and gendered labor and the glass escalator to make sense of women’s careers in a contemporary field dominated by men. I find some evidence that white women, but not women of color, experience something similar to a “glass escalator” where they are promoted into management, but those promotions are a smaller step up—more step stool than escalator. These promotions move women out of technical positions and towards business and management, releasing engineering teams from the pressure to fully incorporate women. (shrink)