Zitatform

Paola, Vanessa di, Arnaud Dupray & Stéphanie Moullet (2022): Does occupational gender composition affect women's chances of becoming managers? Evidence from France, Sweden, Switzerland and the UK. In: The international journal of sociology and social policy, Jg. 43, H. 5/6, S. 473-490. DOI:10.1108/IJSSP-12-2021-0315

Abstract

"The authors aim to explore the link between the gender composition of occupations and women's access to managerial positions in four societal contexts. Using EU-LFS data for 2015, the authors measure the relative gender equality performance of France, Sweden, Switzerland and the UK regarding women's access to managerial positions, defined as levels 1 and 2 of the 2008 ISCO classification coupled with the exercise of managerial responsibilities. While gender-mixed working environments offer the largest number of managerial positions, they are also where women are least likely to reach such a position. Overall, except in Switzerland, women fare best in male-dominated occupations. Women do not appear to fare worse than men in female-dominated occupations, except in France. The findings question the relevance of policies aimed simply at reducing occupational gender segregation without providing safeguards against the deleterious effects that gender mixing may have on women's career advancement. The disparities between countries found here show that individual career advancement towards a managerial position may be driven by the social policies, gender ideology and institutions of the societal context. Examining how the societal dimensions involved in the poor performance of women in France and Switzerland are likely to differ sheds light on mechanisms behind the gender gap in management." (Author's abstract, IAB-Doku, © Emerald) ((en))

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Rynek, Mona, Thomas Ellwart, Henrike Peiffer, Elisabeth Endres & Thomas Moldzio (2022): Threats to Professional Roles in Part-Time Leadership. Effects of Dysfunctional Support on Leader Identification, Rumination, and Job Satisfaction. In: Zeitschrift für Arbeits- und Organisationspsychologie, Jg. 66, H. 1, S. 1-13. DOI:10.1026/0932-4089/a000362

Abstract

"Führungskräfte, die reduziert arbeiten erfahren häufig wenig Respekt und Akzeptanz durch Mitarbeiter und Kollegen. In reduzierter Arbeitszeit zu Führen entspricht nicht dem traditionellen Rollenbild einer Führungskraft, die als Erste das Büro betritt und als Letzte verlässt (Jochmann-Döhl, 2017). Obwohl reduziert arbeitende Führungskräfte von ihren Mitarbeitern und Kollegen unterstützt werden, ist deren Unterstützungsverhalten oft mit dem Vorwurf verbunden, dass arbeitsbezogene Probleme nur deshalb auftreten, weil die Führungskraft reduziert arbeitet. Nach der Stress-as-offence-to-self Theorie (SOS, Semmer et al., 2007; Semmer et al., 2019) löst ein solch dysfunktionales Unterstützungsverhalten Bedrohungen aus, indem es das Bedürfnis nach Zugehörigkeit verletzt. Ziel der Studie ist es zum einen, die Bedeutung der SOS Theorie hervorzuheben und ihre Anwendung über die Stressforschung hinaus zu verdeutlichen, indem die Auswirkungen von Bedrohungserfahrungen auf Rumination, Arbeitszufriedenheit und Rollenidentifikation bei reduziert arbeitenden Führungskräften untersucht werden. Zum anderen zielt die Studie darauf ab, den bedürfnisbasierten Bedrohungsmechanismus empirisch zu bestätigen. Ergebnisse, die auf einer Online-Befragung von N = 101 reduziert arbeitenden Führungskräften basieren, zeigen, dass dysfunktionale Unterstützung durch Mitarbeiter und Kollegen mit einem Gefühl der Ausgrenzung durch bedeutende Andere als Indikator für ein frustriertes Bedürfnis nach Zugehörigkeit zusammenhängt. Darüber hinaus zeigen die Ergebnisse, dass das Gefühl der Ausgrenzung die Beziehung zwischen dysfunktionaler Unterstützung und Rollenidentifikation sowie zwischen dysfunktionaler Unterstützung und Arbeitszufriedenheit vermittelt. Für Rumination wurde kein Mediationseffekt gefunden. Neben einem theoretisch differenzierten Verständnis und der Vorhersage von Bedrohungen liefert die Studie wichtige praktische Ansatzpunkte für das Risikomanagement von Führung in reduzierter Arbeitszeit." (Autorenreferat, IAB-Doku, © 2021 Hogrefe Verlag)

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Stephenson, Amber L., Leanne M. Dzubinski & Amy B. Diehl (2022): A cross-industry comparison of how women leaders experience gender bias. In: Personnel Review, Jg. 52, H. 1, S. 145-165. DOI:10.1108/PR-02-2021-0091

Abstract

"Purpose: This paper compares how women leaders in four US industries–higher education, faith-based non-profits, healthcare and law–experience 15 aspects of gender bias. Design/methodology/approach: This study used convergent mixed methods to collect data from 1,606 participants. It included quantitative assessment of a validated gender bias scale and qualitative content analysis of open-ended responses. Findings: Results suggest that, while gender bias is prevalent in all four industries, differences exist. Participants in higher education experienced fewer aspects of gender bias than the other three industries related to male culture, exclusion, self-limited aspirations, lack of sponsorship and lack of acknowledgement. The faith-based sample reported the highest level of two-person career structure but the lowest levels of queen bee syndrome, workplace harassment and salary inequality. Healthcare tended towards the middle, reporting higher scores than one industry and lower than another while participants working in law experienced more gender bias than the other three industries pertaining to exclusion and workplace harassment. Healthcare and law were the two industries with the most similar experiences of bias. Originality/value: This research contributes to human resource management (HRM) literature by advancing understanding of how 15 different gender bias variables manifest differently for women leaders in various industry contexts and by providing HRM leaders with practical steps to create equitable organizational cultures." (Author's abstract, IAB-Doku, © Emerald Group) ((en))

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(2021): Aufbruch oder Alibi? Viele Börsenvorstände erstmals mit einer Frau. (AllBright Bericht), Berlin, 20 S.

Abstract

"Dieser Bericht informiert über die Vorstände (bzw. die den Vorständen analogen Führungsgremien) und Aufsichtsräte der zum 1. September 2021 im DAX30, MDAX und SDAX notierten Unternehmen. Im internationalen Vergleich informiert dieser Bericht über die Vorstände (bzw. die den Vorständen analogen Führungsgremien) der größten zum 1. September 2021 im jeweiligen nationalen Leitindex notierten Unternehmen in Deutschland, Frankreich, Großbritannien, Polen, Schweden und den USA. In Deutschland sind das die 30 DAX-Unternehmen, in Polen die 30 Unternehmen im WIG 30, in Schweden die Unternehmen im OMX 30, in den USA die 30 Unternehmen im Dow Jones Industrial Average. In Großbritannien wurden die 30 Unternehmen mit der am 1. September 2021 größten Marktkapitalisierung im FTSE und in Frankreich die 30 Unternehmen mit der am 1. September 2021 größten Marktkapitalisierung im CAC 40 berücksichtigt. Die verwendeten Informationen sind den Webseiten, Geschäftsberichten und Pressemitteilungen der Unternehmen entnommen. Die präsentierten Informationen dienen allgemeinen Informationszwecken. Die AllBright Stiftung ist um größtmögliche Sorgfalt bemüht, haftet aber nicht für die Richtigkeit, Aktualität und Vollständigkeit der Angaben." (Autorenreferat, IAB-Doku)

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Holub, Felix & Moritz Drechsel-Grau (2021): Gender Gaps and the Role of Bosses. In: Verein für Socialpolitik (Hrsg.) (2021): Climate Economics. Beiträge zur Jahrestagung des Vereins für Socialpolitik 2021.

Abstract

"This paper investigates the contribution of managers to gender gaps and analyzes whether the over-representation of men in management positions puts women at a disadvantage. Relying on personnel data from one of the largest European manufacturing firms, we separate out the factors explaining gender gaps. Adjusted pay gaps are positive, which means that men earn more than observationally equivalent women. A significant share of pay gaps can be explained by the sorting of men and women to different managers. More importantly, gender gaps in bonus payments causally depend on the manager’s gender. Accounting for worker and manager heterogeneity, bonus gaps are larger when the manager is male. This is driven by the fact that performance ratings are more favorable to men if handed out by a male manager. We present suggestive evidence that the relevance of manager gender for pay gaps is driven by discrimination rather than same-gender complementarities in productivity. However, independent of the root cause of these differences in evaluations by manager gender, the findings imply that a lower number of female managers increases gender gaps and thus constitutes a structural disadvantage for women." (Author's abstract, IAB-Doku) ((en))

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Mensvoort, Carly van, Gerbert Kraaykamp, Roza Meuleman & Marieke van den Brink (2021): A Cross-Country Comparison of Gender Traditionalism in Business Leadership. How Supportive Are Female Supervisors? In: Work, Employment and Society, Jg. 35, H. 4, S. 793-814. DOI:10.1177/0950017019892831

Abstract

"This study investigates whether female supervisors hold less traditional attitudes towards gender in business leadership than male supervisors and non-supervisors, and whether these attitudinal differences vary between countries. It uses the sociological notions of self-interest and exposure and a multilevel approach to advance and expand the investigation of gender attitudes in the domain of business leadership. Two recent waves of the World Values Survey (2005/2009; 2010/2014) for 22 OECD countries were analysed with multilevel logistic regression. Findings indicated less gender traditionalism among female supervisors and among people living in countries with a larger share of women in managerial positions and a less traditional normative climate towards working women. No such attitudinal differences between individuals were found when comparing countries with and without a national legislative gender quota policy. Finally, men?s attitudes towards gender traditionalism in business leadership appeared to be more susceptible to the country context than those of women." (Author's abstract, IAB-Doku) ((en))

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Papenfuß, Ulf, Christian Schmidt & Luisa Schoneweg (2021): Frauen in Top-Managementorganen öffentlicher Unternehmen - Ein deutschlandweiter Städtevergleich. Fit-Public Management-Studie 2021. Friedrichshafen, 38 S. DOI:10.13140/RG.2.2.28633.85605

Abstract

"Die Repräsentation von Frauen in Führungspositionen ist von besonderer gesellschaftspolitischer Bedeutung. Das im Juni 2021 vom Bundestag und Bundesrat beschlossene Zweite Führungspositionen-Gesetz (FüPoG II) unterstreicht die Relevanz der Thematik und wirft die Frage auf, welche Maßnahmen von der öffentlichen Hand zu öffentlichen Unternehmen ergriffen werden. Zudem hat die Covid-19-Pandemie die Unterrepräsentation von Frauen in Führungspositionen in systemrelevanten Branchen zusätzlich in die Diskussion gebracht, in denen vielfach auch öffentliche Unternehmen stark vertreten sind. Die FIT-Public Management-Studie ist als Langfriststudie konzipiert und untersucht im Längsschnittvergleich – anknüpfend an die Studien der Vorjahre – die Repräsentation von Frauen in Top-Managementorganen öffentlicher Unternehmen im Vergleich von Städten und Branchen. Erstmalig werden zur zusätzlichen Erweiterung der Vergleichsmöglichkeiten auch öffentliche Unternehmen der Bundes-/Landesebene in die Studie einbezogen. Für diese Studie wurde die Repräsentation im April 2021 für insgesamt 1.974 Unternehmen analysiert. Bei den Städten liegt der Frauenanteil bei 19,5 % – ein Rückgang um 0,2 Prozentpunkte im Vergleich zum Vorjahr. Von den zwischen 2020 und 2021 neu zu besetzenden Top-Managementpositionen wurden nur 19,7 % mit Frauen besetzt (Vj. 22,0 %). Besonders bemerkenswert sind die beachtlichen Unterschiede im Städtevergleich – bei 12 Städten liegt die Repräsentation bei über 30%, bei 17 Städten weiter unter 10%. Im Branchenvergleich sind Frauen in den Branchen „Gesundheit & Soziales“ (31,8 %) und „Krankenhäuser“ (25,5 %) weiterhin deutlich häufiger repräsentiert als in vielen anderen Branchen. Am geringsten ist der Frauenanteil in der Branche „Digitalisierung & IT“ (1,9 %). Im 4-Jahresvergleich seit 2018 ist der Anteil weiblich besetzter Top-Managementpositionen insgesamt um 1,5 Prozentpunkte gestiegen. Im Vergleich zu 2018 sind in 31 Städten zum Teil deutliche Anstiege und in 16 Städten zum Teil erhebliche Rückgänge festzustellen. In vielen anderen Städten stagniert die Entwicklung. Nach der erstmaligen Einbeziehung von 508 öffentlichen Unternehmen des Bundes und der Bundesländer liegt der Frauenanteil mit 26,5 % auf Bundesebene und 19,9 % auf Landesebene höher als der Gesamtschnitt auf kommunaler Ebene, aber deutlich unter der Repräsentation einzelner Städte. Im Bundesländervergleich weisen Sachsen-Anhalt (35,0 %) die höchste und Mecklenburg-Vorpommern (4,8 %) die niedrigste Repräsentation auf. Mit Blick auf die Studienergebnisse sollte in alle Gebietskörperschaften, unabhängig von gesetzgeberischen Entwicklungen, die Aufnahme der Regelungen des FüPoG/FüPoG II zur Mindestbeteiligung von Frauen in Top-Managementorganen sowie zur Festlegung von Zielgrößen für die zwei Führungsebenen unterhalb des Top-Managementorgans und zur diesbezüglichen Berichterstattung als Empfehlungen in Public Corporate Governance Kodizes aufgenommen werden wie auch im Deutschen Public Corporate Governance-Musterkodex empfohlen. Mit dieser Studie erhalten Politik, Verwaltung, Beratung, öffentliche Wirtschaft und Medien ein empirisches Fundament und Impulse für die anstehende Debatte." (Autorenreferat, IAB-Doku)

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Scholz, Robert (2021): Labour in the Board and Good Work. How to Measure and Evidence From Germany. In: Management revue, Jg. 32, H. 3, S. 219-243. DOI:10.5771/0935-9915-2021-3-219

Abstract

"Can board-level co-determination promote Good Work? Good Work can be characterised by fair income, job security, opportunities for personal development, low stress and misuse, and high-quality work equipment. Good Work is not easy to measure, in part since it has a subjective aspect. For this reason, the indicators used in this paper are derived from data on corporate and personnel structures that are supportive of Good Work. Supplementing the numerous studies that exist on the impact of works councils on Good Work, this paper highlights how board-level co-determination can also have a strong positive influence. The paper uses data from the co-determination index (Mitbestimmungsindex), a new and innovative indicator that measures the extent to which co-determination is institutionally embedded within firms. Three examples illustrate the impact of board-level co-determination on Good Work: first, on the linking of elements of Good Work with the remuneration of directors in a highly co-determined corporation; second, on the independence of the member of the management board responsible for the personnel department; and third, on the level of vocational training in the companies." (Author's abstract, IAB-Doku) ((en))

Abstract

"This piece of research looks at who makes decisions at the top of the biggest companies in Europe. The percentage of women in the C-suite and Boardroom in European companies is way below what you would expect, and progress has been incredibly slow over the years. At the current pace of advance, it will take decades before we have an acceptable level of representation of women at the helm of companies. Since women represent the vast majority of university students, it is shocking to see that only 7% of companies in Europe are led by women. This has to change. We simply cannot afford such a waste of talent. Progress is strikingly slow even in the Nordic countries, known to be very gender equal. Change generally happens only when we feel the urge to do so. Regulatory targets set in Belgium, Norway, France and other countries were instrumental in getting the numbers moving in the right direction. Influential reports and private initiatives in the UK and Ireland had a similar effect. But even in these countries the glass ceiling at C-suite level remains firmly in place, leaving women out of a crucial part of economic power. That’s why it is good to see more and more Chairs and CEOs, who put gender equality at the top of the agenda. Clear objectives, measures and reporting linked with remuneration, effective talent management, succession planning and promotion rules, all help. It is the best way to ensure real impact and major progress in an acceptable timeframe." (Textauszug, IAB-Doku)

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Bossler, Mario, Alexander Mosthaf & Thorsten Schank (2020): Are female managers more likely to hire more female managers? Evidence from Germany. In: ILR review, Jg. 73, H. 3, S. 676-704., 2018-10-11. DOI:10.1177/0019793919862509

Abstract

"This article investigates whether there is state dependence in the gender composition of managers in German establishments; that is, whether the number of hired female managers depends on the past hiring decisions of an establishment. Using administrative data, the authors apply dynamic linear models, thereby accounting for unobserved heterogeneity and the endogeneity of lagged dependent variables. Results show that hiring female managers leads to the hiring of more female managers in the subsequent period. Hiring rates for male managers follow a similar pattern in that they are more likely to hire more male managers." (Author's abstract, IAB-Doku) ((en))

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Kowalewska, Helen (2020): Bringing Women on Board: The Social Policy Implications of Gender Diversity in Top Jobs. In: Journal of Social Policy, Jg. 49, H. 4, S. 744-762. DOI:10.1017/S0047279419000722

Abstract

This paper argues that analyses of the gendered character of welfare states should be broadened to include women’s share of board and executive roles, as well as the affirmative-action policies (e.g. gender boardroom quotas) that help to overcome the gender stereotypes (e.g. women are ‘nice’, men are ‘assertive’) and opaque selection procedures at the root of this. Such indicators may seem beyond the remit of social policy analysis, which is concerned foremost with the analysis of ‘social risk’. However, drawing on evidence from across multiple disciplines, this paper argues that achieving a ‘critical mass’ of women in board and executive positions can bring women’s issues onto companies’ agendas and lead to the adoption of female-friendly practices, policies, and cultures at the firm level. Crucially, these practices, policies, and cultures can help to reduce the incidence of gendered social risks (employment/care conflicts, economic dependence on a partner) and sexual harassment among women at lower levels of the labour market. Thus, the paper highlights another dimension to the social-regulatory function of welfare states which has to date been overlooked, namely legislative requirements on companies to achieve gender diversity in their leadership structures. (Author's Abstract, IAB-Doku)

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Kuzmina, Olga & Valentina Melentyeva (2020): Gender diversity in corporate boards: Evidence from quota-implied discontinuities. (CEPR discussion paper 14942), London, 54 S.

Abstract

"We use data across European corporate boards to investigate the effects of quota-induced female representation, under minimal possible identification assumptions. We find that having more women in board causally increases Tobin's Q, despite some negative effects on operating performance and more likely employment downsizings. We interpret this evidence as firms scaling down inefficient operations. Our results highlight that gender quotas are not necessarily a costly way of promoting equality." (Author's abstract, IAB-Doku) ((en))

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Reineke, Kristina, Holger Steinmetz, Rodrigo Isidor & Rüdiger Kabst (2020): Women on Top Management Teams and Firm Performance in German Medium-Sized Enterprises: The Moderating Role of Recruiting Source. (Working paper / Universität Paderborn, Fakultät für Wirtschaftswissenschaften 60), Paderborn, 32 S.

Abstract

"Despite substantial research, evidence regarding the relationship between the proportion of women on top management teams (TMTs) and firm performance is still inconclusive. Building on upper echelons theory, this paper expands the discussion of potential moderating effects in this regard by applying a complementary perspective to the commonly studied organization-oriented factors. Applying a person-oriented perspective to the composition of TMTs, this study argues that the recruiting source of TMT members - whether members were recruited from the owner's family, from the internal job market or the external job market - leads to differences in the job-relevant characteristics of TMT members. Consequently, the recruiting source should moderate the relationship between TMT gender composition and performance. Our analysis of 1025 German medium-sized enterprises (MEs) shows that there is no main effect of the proportion of women on firm performance. However, recruiting from the owner's family and the internal labor market have a significant negative moderating influence on the relationship between the proportion of women on TMTs and firm performance. Conversely, hiring externally exerts a significant positive effect." (Author's abstract, IAB-Doku) ((en))

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Sanchez, Diana Victoria & Elaine F. Frey (2020): Where do females rise to leadership positions? A cross-sector analysis. In: Applied Economics Letters, Jg. 27, H. 15, S. 1252-1255. DOI:10.1080/13504851.2019.1676385

Abstract

"Gender equality in the workplace includes equal wages, opportunities, and treatment. Although there have been improvements in all of these areas in the last several decades, one area of continuing concern is the low proportion of women in business leadership positions, particularly as CEOs or business owners. We use a unique dataset from all California business establishments across all sectors and sizes to examine the factors that influence gender inequality in business leadership positions. We find that females are less likely to lead firms that are larger and higher performing across almost all industries. In addition, evidence shows that women lead firms that are less stable, supporting the existence of a glass cliff." (Author's Abstract, IAB-Doku)

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(2020): Women-on-Board-Index (WoB 185) 2020. Frauenanteil in Führungspositionen der im DAX, MDAX, SDAX sowie der im Regulierten Markt notierten, voll mitbestimmten Unternehmen. (Women-on-Board-Index 4), Berlin, 69 S.

Abstract

"Der 2017 erstmals veröffentlichte Women-on-Board-Index 185 umfasst die im DAX, MDAX und SDAX sowie die im Regulierten Markt notierten, voll mitbestimmten Unternehmen. Die Studie ermöglicht einen Vergleich der Entwicklung bei den der festen Quote unterliegenden Unternehmen mit der der nicht unter die Quote fallenden, im DAX notierten Konzerne." (Autorenreferat, IAB-Doku)

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(2019): Entwicklungsland. Deutsche Konzerne entdecken erst jetzt Frauen für die Führung. (AllBright Bericht), Berlin, 19 S.

Abstract

"Es gibt Bewegung an den deutschen Unternehmensspitzen: Rekordverdächtig viele Wechsel haben im vergangenen Jahr mehr neue Frauen als sonst in die Vorstände der 160 deutschen Börsenunternehmen gebracht. Denn Männer räumen dort öfter ihre Posten: im vergangenen Jahr hat jeder fünfte Mann sein Vorstandsmandat abgegeben, aber nur jede 14. Frau. Immer öfter werden Männer durch Frauen ersetzt. Da kommt also etwas in Bewegung - allerdings auf extrem niedrigem Niveau, denn noch immer sind mehr als 90 Prozent der Vorstandsmitglieder Männer, der Frauenanteil lag am 1. September 2019 bei 9,3 Prozent. Im internationalen Vergleich ist Deutschland nun nicht mehr Schlusslicht, sondern Vorletzter." (Autorenreferat, IAB-Doku)

Zitatform

Joslyn, Marie (2019): Die Macht hinter den Kulissen. Warum Aufsichtsräte keine Frauen in die Vorstände bringen. (AllBright Bericht), Berlin, 11 S.

Abstract

"Obwohl inzwischen immerhin 30 Prozent der Aufsichtsratsmitglieder Frauen sind, berufen die Aufsichtsräte der 160 deutschen Börsenunternehmen weiterhin nur sehr wenige Frauen in ihre Vorstände: 8,8 Prozent beträgt der Frauenanteil in den Vorständen am 1. Februar 2019 - so wenig wie in kaum einem anderen westlichen Industrieland. Zahlreiche Aufsichtsräte veröffentlichen sogar ausdrücklich ein Ziel von Null Frauen im Vorstand. An der Besetzung von Vorstandsposten in den Unternehmen sind zurzeit fast ausschließlich Männer beteiligt, weibliche Aufsichtsratsmitglieder sind in dem Prozess weitgehend ohne Wirkungsmacht." (Autorenreferat, IAB-Doku)

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Bertrand, Marianne, Sandra E. Black, Sissel Jensen & Adriana Lleras-Muney (2019): Breaking the glass ceiling? The effect of board quotas on female labor market outcomes in Norway. In: The Review of Economic Studies, Jg. 86, H. 1, S. 191-239. DOI:10.1093/restud/rdy032

Abstract

"In late 2003, Norway passed a law mandating 40% representation of each gender on the board of public limited liability companies. The primary objective of this reform was to increase the representation of women in top positions in the corporate sector and decrease the gender disparity in earnings within that sector. We document that the women appointed to these boards post-reform were observably more qualified than their female predecessors along many dimensions, and that the gender gap in earnings within boards fell substantially. However, we see no robust evidence that the reform benefited the larger set of women employed in the companies subject to the quota. Moreover, the reform had no clear impact on highly qualified women whose qualifications mirror those of board members but who were not appointed to boards. Finally, we find mixed support for the view that the reform affected the decisions of young women. While the reform was not accompanied by any change in female enrollment in business education programmes, we do see some improvements in labour market outcomes for young women with graduate business degrees in their early career stages; however, we observe similar improvements for young women with graduate science degrees, suggesting this may not be due to the reform. Overall, seven years after the board quota policy fully came into effect, we conclude that it had very little discernible impact on women in business beyond its direct effect on the women who made it into boardrooms." (Author's abstract, IAB-Doku) ((en))

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Chadi, Cornelia & Uwe Jirjahn (2019): Does society influence the gender gap in risk attitudes? Evidence from East and West Germany. (IZA discussion paper 12100), Bonn, 43 S.

Abstract

"Previous international research has shown that women are more risk averse than men. This gives rise to the question whether the gender gap in risk attitudes is shaped by the social environment. We address this question by examining risk attitudes among East and West Germans. Originated from different family policies during Germany's separation, East Germans have more equal gender roles than West Germans. Thus, if the gender gap reflects socially constructed norms, it should be smaller among East Germans. Using data of the German Socio-Economic Panel (SOEP), our empirical analysis confirms this prediction. Specifically with respect to career and financial matters, the gender gap in risk tolerance is smaller among East Germans. We find no evidence that the East German gender gap has converged to the higher West German level after reunification. By contrast, the West German gap has narrowed over time." (Author's abstract, IAB-Doku) ((en))

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Devicienti, Francesco, Elena Grinza, Alessandro Manello & Davide Vannoni (2019): What are the benefits of having more female leaders? Evidence from the use of part-time work in Italy. In: ILR review, Jg. 72, H. 4, S. 897-926. DOI:10.1177/0019793918800287

Abstract

"Using three waves of a representative survey of Italian private firms, the authors explore the impact of female managers on a firm's use of part-time work. Building on a literature that suggests female leaders display relatively more altruistic values compared to their male counterparts, the authors assess whether these differences manifest themselves in relation to working time arrangements offered by firms. Results, robust to controls for several time-varying firm-level characteristics and unobserved fixed firm heterogeneity, indicate that female managers are significantly more likely to limit the employment of involuntary part-time workers and correspondingly make greater use of full-time employees. Female managers also are more prone to grant part-time arrangements to employees who request them. Results also suggest that increasing the number of female business leaders may mitigate the problem of underemployment among involuntary part-time workers and contribute to the work - life balance of workers with child care or elder care activities." (Author's abstract, IAB-Doku) ((en))