The Experts below are selected from a list of 321 Experts worldwide ranked by ideXlab platform

Mitsuru Wakabayashi - One of the best experts on this subject based on the ideXlab platform.

  • japanese Career Progress an empirical
    2006
    Co-Authors: George B Graen, Ravi Dharwadkar, Rajdeep Grewal, Mitsuru Wakabayashi
    Abstract:

    This article investigates managerial Career Progress in a major Japanese multinational corporation over a 23-year period. We contrast our one-stage model of Career Progress, in which early Career experiences can predict longterm Career Progress, with the well-accepted two-stage model of Career Progress, in which performance at the end of the first stage determines longterm Career Progress. In addition, we compare the predictions of our early screening model with those of the tournament model. Our early screening model is as good as or better than the other models in isolation or combination. Overall, we provide preliminary evidence that Career Progress in Japanese organizations during the high growth period of the 1970s and 1980s was perhaps more complex than shown by the two-stage Career

  • japanese Career Progress an empirical examination
    Journal of International Business Studies, 2006
    Co-Authors: George B Graen, Ravi Dharwadkar, Rajdeep Grewal, Mitsuru Wakabayashi
    Abstract:

    This article investigates managerial Career Progress in a major Japanese multinational corporation over a 23-year period. We contrast our one-stage model of Career Progress, in which early Career experiences can predict long-term Career Progress, with the well-accepted two-stage model of Career Progress, in which performance at the end of the first stage determines long-term Career Progress. In addition, we compare the predictions of our early screening model with those of the tournament model. Our early screening model is as good as or better than the other models in isolation or combination. Overall, we provide preliminary evidence that Career Progress in Japanese organizations during the high growth period of the 1970s and 1980s was perhaps more complex than shown by the two-stage Career Progress model that has enjoyed widespread acceptance.

  • a comparative study of organizational context factors for managerial Career Progress focusing on chinese state owned sino foreign joint venture and japanese corporations
    International Journal of Human Resource Management, 2004
    Co-Authors: Ziguang Chen, Mitsuru Wakabayashi, Norihiko Takeuchi
    Abstract:

    This study investigated to what extent the organizational context for managerial Career Progress perceived by managers, consisting of (1) the quality of the environment for Career Progress, (2) performance-based promotion practices and (3) in-house training opportunities, is different in Chinese and Japanese corporations. Also, the effects of corporate size, managers' age, management level and educational level on the perceived Career Progress environment were examined. MANCOVA results indicated that Japanese managers working for Japanese corporations in Japan enjoy more favourable Career Progress environment in all three aspects (Wilks' {\rm \mgreek{l} = .80,} F = 24.70, p < .0005 ) than Chinese managers in Chinese state-owned corporations (CSOCs) and Sino-foreign joint venture corporations (SFJVCs) in China. However, no meaningful differences were found between CSOCs and SFJVCs with respect to the organizational context for managerial Career Progress. Regarding the influence of environmental factors, co...

  • differences in the organizational context for managerial Career Progress among chinese state owned sino foreign joint venture and japanese corporations a comparative study
    The Japanese Journal of Administrative Science, 2000
    Co-Authors: Ziguang Chen, Mitsuru Wakabayashi, Jianan Zhong
    Abstract:

    This study was designed to investigate differences in the organizational context for Career Progress among Chinese state-owned (SOCs), Sino-foreign joint venture (JVCs) in China, and Japanese corporations (JCs) in Japan. The sample for the questionnaire survey consisted of 880 managers: Japanese managers in JCs (n=365), and Chinese managers in SOCs (n=308) and JVCs (n=207). Results of the data analyses indicated that (1) the quality of managerial personnel was found improved considerably in recent years in Chinese corporations as a result of promoting young and college-graduate employees to the middle and lower-middle management levels since the end of 1970s. However, (2) the Career Progress environment for managers was found still meager in Chinese JVCs and SOCs relative to that of Japanese organizations. In addition, (3) the performance-based promotion criteria and in-company training were found less frequently practiced in SOCs and JVCs than in JCs. These results indicated that the organizational context for managerial HRD is more favorable for Japanese managers than for SOC and JVC colleagues, giving support to major hypotheses for this study. These findings implies that the accelerated management reform in Chinese corporations, particularly in SOCs, is required for generating more favorable Career Progress conditions to help Chinese managers develop themselves and their management organizations.

  • The Generalizability of the Hidden Investment Hypothesis in Leading Japanese Corporations
    Human Relations, 1990
    Co-Authors: Mitsuru Wakabayashi, George B Graen, Mary Uhl-bien
    Abstract:

    The present study tests the generalizability of the hidden investment hypothesis (Wakabayashi, Graen, Graen, & Graen, 1988) for Japanese management systems. The hidden investment hypothesis was derived from a 13-year longitudinal study of the Career Progress of a cohort of 85 college graduates who joined a single Japanese company in the same year, and states that the higher the quality of the vertical exchange relationship between a manager and supervisor, the greater the Career Progress of that manager. To test for the generalizability of the hidden investment hypothesis, 1075 line managers at four different hierarchical levels were sampled from five of the leading corporations in Japan. Hierarchical regression and path analysis showed that both vertical exchange quality and hierarchical level contributed uniquely to investments in managers' Careers after the contributions of company, age, tenure, education, technical specialty, and intrafirm mobility were controlled. The contributions of these control v...

Madeline E Heilman - One of the best experts on this subject based on the ideXlab platform.

  • Gender Stereotypes: Impediments to Women’s Career Progress
    Auswahl von Männern und Frauen als Führungskräfte, 2015
    Co-Authors: Madeline E Heilman
    Abstract:

    This chapter describes how both descriptive and prescriptive gender stereotypes can give rise to gender bias and discrimination in work settings, creating obstacles for upwardly aspiring women. It describes how descriptive gender stereotypes produce negative performance expectations that are a result of perceived lack of fit, and how these expectations lead to faulty information processing and biased evaluations. It also describes how prescriptive gender stereotypes promote gender bias by designating “shoulds” and “should nots” for women—normative standards that prompt disapproval and dislike both when directly violated and when violation is inferred because of a woman’s success. Some methods for deterring the negative effects of gender stereotypes are explored.

  • gender stereotypes impediments to women s Career Progress
    2015
    Co-Authors: Madeline E Heilman
    Abstract:

    This chapter describes how both descriptive and prescriptive gender stereotypes can give rise to gender bias and discrimination in work settings, creating obstacles for upwardly aspiring women. It describes how descriptive gender stereotypes produce negative performance expectations that are a result of perceived lack of fit, and how these expectations lead to faulty information processing and biased evaluations. It also describes how prescriptive gender stereotypes promote gender bias by designating “shoulds” and “should nots” for women—normative standards that prompt disapproval and dislike both when directly violated and when violation is inferred because of a woman’s success. Some methods for deterring the negative effects of gender stereotypes are explored.

  • gender stereotypes in the workplace obstacles to women s Career Progress
    Advances in Group Processes, 2007
    Co-Authors: Madeline E Heilman, Elizabeth J Parksstamm
    Abstract:

    This chapter focuses on the implications of both the descriptive and prescriptive aspects of gender stereotypes for women in the workplace. Using the Lack of Fit model, we review how performance expectations deriving from descriptive gender stereotypes (i.e., what women are like) can impede women's Career Progress. We then identify organizational conditions that may weaken the influence of these expectations. In addition, we discuss how prescriptive gender stereotypes (i.e., what women should be like) promote sex bias by creating norms that, when not followed, induce disapproval and social penalties for women. We then review recent research exploring the conditions under which women experience penalties for direct, or inferred, prescriptive norm violations.

  • Sex Discrimination and the Affirmative Action Remedy: The Role of Sex Stereotypes
    Journal of Business Ethics, 1997
    Co-Authors: Madeline E Heilman
    Abstract:

    This paper explores the psychological phenomena of sex stereotypes and their consequences for the occurrence of sex discrimination in work settings. Differential conceptions of the attributes of women and men are shown to extend to women and men managers, and the lack of fit model is used to explain how stereotypes about women can detrimentally affect their Career Progress. Commonly-occurring organizational conditions which facilitate the use of stereotypes in personnel decision making are identified and, lastly, data are provided demonstrating the way in which affirmative action programs and practices can act to promote the stereotyping of women suggesting, that rather than being a remedy for sex discrimination, such programs might in fact be another contributor to the problem. Conclusions focus on the importance of attending to the role sex stereotypes play in hindering women's Career Progress when procedures to combat sex discrimination in organizations are designed and implemented.

Jennifer Louise Petriglieri - One of the best experts on this subject based on the ideXlab platform.

  • deus ex machina Career Progress and the contingent benefits of knowledge management systems
    European Management Journal, 2014
    Co-Authors: Charles Galunic, Kishore Sengupta, Jennifer Louise Petriglieri
    Abstract:

    Knowledge management (KM) systems are increasingly common in firms which promote self-managed Careers and autonomy, such as professional service firms. Yet, whether or not KM systems provide real benefits is underexplored. Our focus is on the impact of KM use on the Career Progress of service professionals. We use recorded logs of employee KM system use and Career Progress data over a two-year period within a strategy consultancy to study the effect of KM use on Career advancement speed. We present a contingency-based model to KM use effectiveness, showing that, although KM use generally boosts Career Progress speed, (a) benefits vary by seniority (more junior employees benefit more), (b) benefits vary by knowledge type (encyclopedic vs. social), with social knowledge use mattering more to Career Progress, and (c) those service professionals who tap a wider range of knowledge sources Progress faster in their Careers. We also find mediating effects, specifically that KM system use operates partly by accelerating the development of task-related skills. We draw the conclusion that KM systems contain neither a magical Deus ex machine for boosting employee performance and Progress but nor do they warrant excessive skepticism, rather their impact on Careers is contingent on employee needs.

  • Deus ex machina? Career Progress and the contingent benefits of knowledge management systems
    European Management Journal, 2014
    Co-Authors: Charles Galunic, Kishore Sengupta, Jennifer Louise Petriglieri
    Abstract:

    Knowledge management (KM) systems are increasingly common in firms which promote self-managed Careers and autonomy, such as professional service firms. Yet, whether or not KM systems provide real benefits is underexplored. Our focus is on the impact of KM use on the Career Progress of service professionals. We use recorded logs of employee KM system use and Career Progress data over a two-year period within a strategy consultancy to study the effect of KM use on Career advancement speed. We present a contingency-based model to KM use effectiveness, showing that, although KM use generally boosts Career Progress speed, (a) benefits vary by seniority (more junior employees benefit more), (b) benefits vary by knowledge type (encyclopedic vs. social), with social knowledge use mattering more to Career Progress, and (c) those service professionals who tap a wider range of knowledge sources Progress faster in their Careers. We also find mediating effects, specifically that KM system use operates partly by accelerating the development of task-related skills. We draw the conclusion that KM systems contain neither a magical Deus ex machine for boosting employee performance and Progress but nor do they warrant excessive skepticism, rather their impact on Careers is contingent on employee needs. © 2013 Elsevier Ltd.

Francesco Lissoni - One of the best experts on this subject based on the ideXlab platform.

  • Career Progress in centralized academic systems social capital and institutions in france and italy
    Research Policy, 2012
    Co-Authors: Michele Pezzoni, Valerio Sterzi, Francesco Lissoni
    Abstract:

    We analyze the role of social capital in academic Careers. We distinguish between ties with reputed scientists and laboratories (scientific and technical human capital) and ties with influential actors with respect to recruitment/promotion decisions (political capital). We use institution-wise bibliometric indicators to measure separately the two types of capital for a large sample of French and Italian academic physicists between 2000 and 2003/2005. Controlling for scientific productivity, seniority and gender issues, Career Progress is explained by: the scientist's affiliation to important public research organizations (scientific and technical human capital – France); his/her social ties with senior members of the discipline, who exercise control over Careers (political capital – Italy), and the commitment to work with senior colleagues in his/her own university (political capital – Italy). Significant differences exist between the two countries also with respect to the importance of productivity, seniority, and gender.

  • Career Progress in centralized academic systems an analysis of french and italian physicists
    Post-Print, 2012
    Co-Authors: Michele Pezzoni, Valerio Sterzi, Francesco Lissoni
    Abstract:

    We examined the Career profiles of a large sample of French and Italian academic physicists between 2000 and 2003 (France) or 2005 (Italy). In particular, we show that rank advancements are explained by individual variables (such as productivity, seniority and gender) as well as institutional and relational ones (respectively, the affiliation of the scientist’s laboratory to important public research organizations, and the scientist’s social ties with senior members of the discipline, who exercise control over Careers). We find significant differences between the two countries. In particular, scientific productivity and gender are better predictors of advancement in France, while social connections apparently play a major role only in Italy. JEL codes: I23, J45, M51

Doug Moesel - One of the best experts on this subject based on the ideXlab platform.

  • politics lack of Career Progress and work home conflict stress and strain for working women
    Sex Roles, 1990
    Co-Authors: Debra L Nelson, James Campbell Quick, Michael A Hitt, Doug Moesel
    Abstract:

    This study examines the stress experienced by working women in terms of politics, lack of Career Progress, and work/home conflicts, the symptoms of distress and satisfaction associated with these stressors, and the organizational resources available for managing these demands. Subjects were 195 female personnel professionals. A different pattern of results emerged for politics and lack of Career Progress in contrast to work/home conflicts. Specifically, politics and lack of Career Progress were associated with greater strain symptoms and reduced satisfaction, and organizational resources were associated with lower levels of these stressors. Work/home conflicts were associated with greater strain symptoms, but were unrelated to satisfaction and organizational resources. This suggests that organizations identify the most effective targets of their resources to achieve beneficial results.

  • Politics, lack of Career Progress, and work/home conflict: Stress and strain for working women
    Sex Roles, 1990
    Co-Authors: Debra L Nelson, James Campbell Quick, Michael A Hitt, Doug Moesel
    Abstract:

    This study examines the stress experienced by working women in terms of politics, lack of Career Progress, and work/home conflicts, the symptoms of distress and satisfaction associated with these stressors, and the organizational resources available for managing these demands. Subjects were 195 female personnel professionals. A different pattern of results emerged for politics and lack of Career Progress in contrast to work/home conflicts. Specifically, politics and lack of Career Progress were associated with greater strain symptoms and reduced satisfaction, and organizational resources were associated with lower levels of these stressors. Work/home conflicts were associated with greater strain symptoms, but were unrelated to satisfaction and organizational resources. This suggests that organizations identify the most effective targets of their resources to achieve beneficial results.