Joseph P. Broschak

And then there were more? The effect of organizational sex composition on the hiring and promotion of managers

The authors study how organizational sex composition influences the intraorganizational mobility of male and female managers. They test hypotheses linking organizational sex composition to hiring and promotion using longitudinal data on all managers in the California savings and loan industry. They find that the impact of sex composition depends on hierarchical level : not only does it matter what relative proportions of men and women are working in organizations, but it also matters at what levels in the managerial hierarchies they are working. The findings demonstrate a catch-22 situation : women are more likely to be hired and promoted into a particular job level when a higher proportion of women are already there. The question remains, how can women gain entry into these positions ? we also find that women are more likely to be hired and promoted when there is a substantial minority of women above the focal job level, but not when women constitute the majority in those higher-level positions : hence women in high ranks can sometimes be a force for demographic change. Finally, they find evidence that women are more likely to be hired and promoted when higher proportions of women hold positions below the focal job level, indicating that gains made by women are not entirely dissipated by endogenous organizational processes

Managing Interdependence: The Effects of Outsourcing Structure on the Performance of Complex Projects*

The outsourcing of complex activities has become a common organizational practice. Yet very little research has focused on the implications of how these activities are divided up among outsourcing partners. Drawing on structural contingency theory, we argue that: (1) because activities within stages of complex projects are highly interdependent, outsourcing structures where owner firms do not maintain high levels of dominance over the activities that are performed will pose control and coordination challenges, leading to poor project performance; (2) the adverse effects of poorly structured outsourcing arrangements will spill over to subsequent project stages when activities are interdependent across project stages; and (3) dividing activities among large numbers of contractors or distributing work evenly among contractors exacerbates coordination and control problems further contributing to poor project performance. Our empirical analysis of 323 capital facility construction projects supports our predictions. Overall, these results provide strong evidence that some outsourcing structures are more costly than others and that because of the nature of complex projects the detrimental effects of poorly structured outsourcing are often not completely observable at the time activities are completed. We discuss the implications of our findings for capital construction and for outsourcing more generally.

Whose Jobs Are These? The Impact of the Proportion of Female Managers on the Number of New Management Jobs Filled by Women versus Men

In this paper, we examine the relationship between an organization’s proportion of female managers and the number of new management jobs initially filled by women versus men. We draw on theories of job differentiation, job change, and organizational demography to develop theory and predictions about this relationship and whether the relationship differs for jobs filled by female and male managers. Using data on a sample of New York City advertising agencies over a 13-year period, we find that the number of newly created jobs first filled by women increases with an agency’s proportion of female managers. In contrast, the effect of the proportion of female managers on the number of new management jobs filled by men is positive initially but plateaus and turns negative. In showing these influences on job creation, we highlight the dynamic and socially influenced nature of jobs themselves: new jobs are created regularly in firms and not merely as a response to technical and administrative imperatives. The results also point to another job-related process that differs between women and men and that could potentially aggravate, mitigate, or alleviate inequality: the creation of jobs. Thus this research contributes to literatures on demography, the organization of work, and inequality.

Good times, bad times: the effects of organizational dynamics on the careers of male and female managers

Purpose – This paper investigates the effects of founding, growth, decline, and merger on gender differences in managerial career mobility. These common events create and destroy many jobs, and so have big impacts on managers’ careers. We build on previous research to predict gender differences in job mobility after such events, and show that these gender differences are moderated by the positions managers occupy: level, firm size, and sex composition. Methodology – We test our predictions using archival data on all 3,883 managerial employees in all 333 firms in the California savings and loan industry between 1975 and 1988. We conduct logistic-regression and event-history analyses. Findings – Female managers are less likely than male managers to be hired when the set of jobs expands because of founding and growth, and more likely to exit when the set of jobs contracts because of decline and merger. These gender differences exist because relative to men, women occupy lower-level jobs, work in smaller firms, and work in firms with more women at all managerial ranks. The effects of all but one event (the growth of ones own employer) are moderated by managers’ positions. Value of the paper – Our paper is the first to offer a large-scale test of gender differences in career trajectories in the wake of common organizational events. By showing that these market-shaping events affect male and female managers’ careers differently, and that these effects depend on the positions of male and female managers, we demonstrate economic sociologys potential for studying inequality.

Here Today, Gone Tomorrow? Effects of Nonstandard Work Status on Workgroup Processes and Outcomes

Many workers today are employed under a variety of nonstandard work arrangements, such as contract work and agency temporary work. While prior research has shown that the use of nonstandard workers can be detrimental to standard workers’ attitudes and behaviors, producing conflict between nonstandard and standard employees, that research has not shown how or why. We propose a model in which threat to status of, and accommodation by, standard workers cause negative reactions to nonstandard workers, contingent upon the competence of nonstandard workers. The model helps explain how subtle differences among seemingly similar nonstandard work arrangements can produce dramatically different challenges to work group effectiveness. Implications for the effective blending of work groups are discussed.

Social Structure, Employee Mobility, and the Circulation of Client Ties

We explore factors that influence the circulation of client–service firm relationships between firms in the same market for professional services. Circulation refers to the dissolution of a client–service firm market tie and the formation of a new tie involving the same client but a new professional service firm. Building on research in social embeddedness and the structure of markets, we argue that the circulation of client–service firm relationships is affected by three social signals: the mobility of exchange managers between professional service firms, the size and market strategy of professional service firms, and the similarity of new service firms to clients’ previous exchange partners. Using data on advertising agency–client market ties, we find that client ties are more likely to circulate to large agencies, agencies with many market ties, and to agencies that are similar to a clients previous advertising agency. The circulation of client ties is also more likely when new agencies hire exchange managers from a clients previous agency. This effect is stronger when exchange managers circulate to agencies of equal or higher status as their previous employer. We discuss the implications of our findings for social embeddedness research and for the study of professional service firms.

Understanding Professional Jurisdiction Changes in the Field of Anesthesiology

We further our understanding of jurisdictional disputes between established professional groups through a 10-year longitudinal analysis of the differential adoption by U.S. states of policies expanding Certified Registered Nurse Anesthetists’ (CRNAs) autonomy. In the United States, CRNAs are trained to deliver anesthetics to patients in the same way as physician anesthesiologists but have more restrictions in practice. Following a 2001 federal decision regarding Medicare reimbursement, states were permitted but not required to allow CRNAs to practice without physician supervision, potentially reducing health care costs. We show that higher levels of incumbent physician power makes it less likely that a state will change jurisdictional boundaries, while increasing relative power among challenging CRNAs and the past successes of other challenging health professionals increase the likelihood. State labor deficiency and proximity to other adopting states also positively influenced the expansion of CRNAs’ autonomy. Implications for the professions and health services literature are discussed.

DO TIES BREAK FROM THE CHANGING OF THE GUARD? EXECUTIVE MOBILITY AND THE MARKET TIES OF FIRMS.

We test the proposition that the mobility of top managers in advertisers and advertising agencies weakens client-agency relationships. Social embeddedness theory suggests that if client-agency rela...