Stefan Krabel

You can’t always get what you want: Gender Differences in Job Satisfaction of University Graduates

Previous literature stressed on the gender differences in job satisfaction and the factors influencing the job satisfaction of men and women. Two rationales are usually provided for the finding that women tend to be relatively more satisfied with their jobs than men although disadvantaged in labour markets: first, women may have relatively lower expectations of career and income, and second, they may attach relatively less importance to extrinsic rewards than men. In order to analyse whether substantial gender differences exist already at the beginning of the career, we employ information of over 20 000 graduates collected through a large-scale survey of German university graduates who recently entered the labour market. We find that the job satisfaction of female graduates is on average slightly lower than the job satisfaction of male graduates, but our results do not point to substantial gender differences. In our sample of highly qualified individuals, men and women are very similar in what they want from their jobs and also in their perceptions of what they get. While our results point to substantial similarity of men and women in the early career stage, gender differences may emerge at later stages of the career life cycle.

Follow the leader? How leadership behavior influences scientists' commercialization behavior (or not)

In this study we analyze the impact of organization leaders on their fellows’ behavior in academia by utilizing the unique structure of the Max Planck Society. The latter is a leading research organization in Europe with autonomous institutes which center around appointed directors. Using panel data of commercialization activities and royalties received in the period 1980–2007, we observe that both director engagement in disclosure activity and royalty shares received at the institute level lead to a significant increase in invention disclosure by non-directors in the following year. Yet, both effects are only significant when regarding short-term time lags of one year. Utilizing information based on a survey performed with Max Planck scientists in 2007 we find that scientists’ perceived academic relevance of commercialization neither relates to previous director involvement in disclosure activity nor to previous overall disclosure efforts within the institute. We conclude that directors have a short-term impact on fellow scientists’ behavior while there is hardly any long-lasting impact on scientists’ attitude or behavior. Thus, scientists’ adaption to director behavior in academia is rather symbolic.