Going Up? Do Traits and Informal Social Processes Predict Advancing in Management?

By Phyllis Tharenou. 2001

241 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/02333e141a151ecc3bbcf0f823a0e939424b36c0

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A few good women—on top management teams (2005, background): “This unique combination of technical and survival skills may give women a psychological advantage and thereby improve their interactions with peers and subordinates (Tharenou, 2001).”
An Exploration of the Generational Differences in Levels of Control Held Among Family Businesses Approaching Succession (2007, background): “In most businesses, successors gain control or authority through experience and demonstrated competence (Tharenou, 2001), though it is unclear if this process would work in the same way in a family business context.”
The Gender Pay Gap: Challenging the Rationalizations. Perceived Equity, Discrimination, and the Limits of Human Capital Models (2012, background): “A great deal of gender segregation is actually obscured by the highly aggregated occupational categories used by government agencies to monitor trends (Bielby and Baron 1984; 1986; Tomaskovic-Devey 1995).”
Women’s Managerial Aspirations (2014, background): “These actions are particularly destructive in that research supports that women, in general, may need more encouragement than men for career achievement and to attain higher managerial positions (Tharenou, 2001).”
Organizational attractiveness is in the eye of the beholder: the interaction of demographic characteristics with foreignness (2006, unknown): “to be underrepresented in management' (Tharenou, 2001: p 1005).”
Career success in a boundaryless career world. (2005, background): “The additional terms were career outcomes (e.g., Campion, Cheraskin, & Stevens, 1994), career advancement (e.g., Burlew & Johnson, 1992), career satisfaction (e.g., Nicholson, 1993), and managerial advancement (e.g., Tharenou, 2001).”
The future of employee development (2019, background): “Women and minorities face considerable barriers including limited access to the “ right ” job experiences, lack of mentoring, and little access to informal social networks (e.g., Cappelli, Hamori, & Bonet, 2014; McDonald & Westphal, 2013; Tharenou, 2001).”
From hotel career management to employees’ career satisfaction: The mediating effect of career competency (2012, unknown): “Indicators of objective career success include salary (Tharenou, 2001), promotion (Judge et al., 1999), family structure (Schneer and Reitman, 1993), and job level (Judge and Bretz, 1994).”
Stereotype threat: Antecedents and consequences for working women (2011, background): “Those with high career aspirations are more likely to persist in their attempts to attain senior level positions than those with lower career aspirations (Tharenou, 2001).”
Organizational career management practices and objective career success: A systematic review and framework (2019, background): “For instance, age plays a role, as training activities have more of an effect on career success for young employees and new entrants, while developmental assignments are more effective for older employees (⁎Tharenou, 2001).”
Who Is a Mentor? A Review of Evolving Definitions and Implications for Research (2011, background): “…(Turban & Dougherty, 1994), career advancement aspirations (Allen, Poteet, & Russell, 2000), career motivation (consists of career resilience, career insight, and career identity; Day & Allen, 2004), career encouragement (Tharenou, 2001), and perceived employment alternatives (Baugh et al., 1996).”
Disabling the Able: Stereotype Threat and Women's Work Performance (2006, background): “after controlling for human capital variables (Tharenou, 2001).”