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1 – 10 of 131Tuvana Rua, Zeynep Aytug, Nastaran Simarasl and Lianlian Lin
Based on the social role theory, role congruity theory and gender role conflict theory, this paper aims to investigate the mediating role of “relationship conflict” in the…
Abstract
Purpose
Based on the social role theory, role congruity theory and gender role conflict theory, this paper aims to investigate the mediating role of “relationship conflict” in the association between traditional gender role (TGR) endorsement and objective and subjective negotiation outcomes.
Design/methodology/approach
Two experimental negotiation studies (n1 = 138, n2 = 128) were conducted at a US university.
Findings
This paper presents three original and noteworthy findings: One, in mixed-gender negotiations, as a dyad’s TGR endorsement increases, final agreements become significantly more likely to favor men than women. Two, in mixed-gender negotiations, TGR endorsement is significantly associated with a decreased ability to establish a pleasant, mutually satisfactory and successful business relationship, resulting in a possible future economic cost due to lost opportunity. Three, the heightened relationship conflict during the negotiation mediates the negative association between TGR endorsement and women’s economic outcomes.
Research limitations/implications
Empirical findings support social role theory, role congruity theory and gender role conflict theory. The use of a distributive negotiation case and laboratory research methodology may limit the generalizability of findings.
Practical implications
Findings about the detrimental effects of TGR in mixed-gender negotiations magnify the importance of becoming aware of our TGR orientations and their potential negative consequences on our long-term collaborations. Also, it is necessary to provide negotiation trainings to both genders with regard to gender-driven conflicts and offer tools to prevent or tackle such conflicts.
Social implications
Negotiations are among the most consequential of social interactions as their results have a substantial impact on individuals’ careers and financial outcomes. Understanding the effect of TGRs is paramount to improve female representation, participation and effectiveness in management and leadership. Mixed-gender negotiations such as collective equality bargaining, workplace social interactions, work-life balance discourse are critical to establishing gender equality and fairness in organizations and societies.
Originality/value
Understanding how gender influences negotiation processes and outcomes and using the findings to improve both genders’ negotiation success are crucial to establishing fairness and equity in society and business. This research attempts to close a gap in the literature by focusing on the potential function of gender role orientation in explaining gender differences in negotiation.
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Leonard Karakowsky and Diane L. Miller
The extant literature suggests that men and women do not necessarily possess identical negotiating styles. However, unfortunately the literature has yet to clearly identify the…
Abstract
Purpose
The extant literature suggests that men and women do not necessarily possess identical negotiating styles. However, unfortunately the literature has yet to clearly identify the role that gender plays in the negotiation context and in the behaviours of male and female negotiators. This paper aims to contribute to understanding of this topic.
Design/methodology/approach
Conceptual/theory paper (with relevant literature reviews).
Findings
Perceived power in a multi‐party negotiation can be affected by numerical status, as well as social status with the result that a minority female in a group dominated by males will act differently from a male in a female‐dominated group.
Research limitations/implications
This paper draws on theories of proportional representation, social roles and perceived status, in order to identify a number of factors that can affect the degree of influence exerted and the behavioural style adopted among male and female negotiators in mixed‐gender, multi‐party business negotiations.
Practical implications
This paper explores a very practical question – do men and women behave differently at the “bargaining table”? And how does gender play a role in multi‐party negotiations?
Originality/value
This study is highly original, given the lack of theory in this area.
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Philip S. Chong, Ming Chen and Xuemei Su
Resource allocation is an important area of strategic planning in any organization, including higher education. In comparing two case examples of a college's efforts in shared…
Abstract
Purpose
Resource allocation is an important area of strategic planning in any organization, including higher education. In comparing two case examples of a college's efforts in shared governance in allocating budget to its five departments, the purpose of this paper is to show the importance of a college's awareness and understanding of team behavioral mindsets and contextual factors when practicing continuous improvement each time it applies shared governance.
Design/methodology/approach
The authors propose five models that represent five distinct behavioral mindsets. The authors examine the fit of real data based on two case examples, and then identify and compare the behavioral mindsets and possible coalition formed in each case.
Findings
The results show the type of behavioral mindset evolves over time, and the contextual factors such as changes in the macro-environment, the composition of decision makers, and their personalities, play an important role in shaping the final outcome. Continuously monitoring and learning, which leads to a more thorough understanding and awareness of the changes in contextual factors, is imperative.
Originality/value
Team decision making involving resource allocation is a critical problem in higher education when applying shared governance. A clear understanding of the type of behavioral mindset exhibited in the process and its causes is critical. The paper proposes a model that can help higher education administrators identify the behavioral mindset. In addition, the authors find support from established theories for the evolution of team behavioral mindsets in a college's budget allocation.
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Gyöngyi Kovács and Peter Tatham
The aim of this article is to identify gaps in research and to set up a research agenda that investigates how gender attributes and different sets of skills contribute to…
Abstract
Purpose
The aim of this article is to identify gaps in research and to set up a research agenda that investigates how gender attributes and different sets of skills contribute to logistics performance. The article focuses on humanitarian logistics and outlines the areas in which gender issues impact on the effectiveness of the provision of aid following a disaster.
Design/methodology/approach
A topical literature review on gender, humanitarian logistics, and logistics performance is used to unearth existing gaps in research.
Findings
Two main research gaps are of particular interest for humanitarian logistics in the light of gender: sex segregation in logistics, and the relation between gender and logistics skills; and the mitigation of gender disadvantages of beneficiaries. Here, a gendered access to aid can impact negatively on aid effectiveness.
Originality/value
Literature is scant both on gender issues in logistics and on humanitarian logistics. The paper contributes to both areas, while evaluating the impact of gender on logistics performance.
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Changzheng Zhang and Damto Basha
Much research has been conducted regarding leadership success challenges. However, few are practically oriented on whether the success of women's leadership aligns to…
Abstract
Purpose
Much research has been conducted regarding leadership success challenges. However, few are practically oriented on whether the success of women's leadership aligns to organisational, personal and societal contexts as glass cliffs. Thus, this study aims to examine these factors and introduce how they inhibit women from leadership success.
Design/methodology/approach
This research examined the glass ceiling effects Ethiopian women leaders face. This research focused on adjusted clusters and a survey of 446 female employees from zones, woreda and kebeles. The data was processed through SPSS 25.0 to regress the values.
Findings
Breaking the glass ceiling, the glass cliffs effects on women’s income levels, the lack of an arena for self-improvement, the nature of organisation policies and challenges in teamwork were found to contribute to women’s under-representation in top leadership positions.
Research limitations/implications
The results focused only on the 94 public organisations in Ethiopia that were selected by adjusted cluster sampling.
Practical implications
Realizations of substantial change and refocusing on bringing a significant number of women to the boardrooms in the public bureaucracy, besides glass cliffs.
Social implications
Enhancing the importance of accepting women leaders.
Originality/value
To add value to the stock of literature in gender equality, this research brings a strategic focus on factors that inhibit women from top leadership positions.
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Shu Schiller, Fiona Fui-Hoon Nah, Andy Luse and Keng Siau
The gender composition of teams remains an important yet complex element in unlocking the success of collaboration and performance in the metaverse. In this study, the authors…
Abstract
Purpose
The gender composition of teams remains an important yet complex element in unlocking the success of collaboration and performance in the metaverse. In this study, the authors examined the collaborations of same- and mixed-gender dyads to investigate how gender composition influences perceptions of the dyadic collaboration process and outcomes at both the individual and team levels in the metaverse.
Design/methodology/approach
Drawing on expectation states theory and social role theory, the authors hypothesized differences between dyads of different gender compositions. A blocked design was utilized where 432 subjects were randomly assigned to teams of different gender compositions: 101 male dyads, 59 female dyads and 56 mixed-gender dyads. Survey responses were collected after the experiment.
Findings
Multilevel multigroup analyses reveal that at the team level, male dyads took on the we-impress manifestation to increase satisfaction with the team solution. In contrast, female and mixed-gender dyads adopted the we-work-hard-on-task philosophy to increase satisfaction with the team solution. At the individual level, impression management is the key factor associated with trust in same-gender dyads but not in mixed-gender dyads.
Originality/value
As one of the pioneering works on gender effects in the metaverse, our findings shed light on two fronts in virtual dyadic collaborations. First, the authors offer a theoretically grounded and gendered perspective by investigating male, female and mixed-gender dyads in the metaverse. Second, the study advances team-based theory and deepens the understanding of gender effects at both the individual and team levels (multilevel) in a virtual collaboration environment.
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Leonard Karakowsky and Diane Miller
Little research has considered how work team characteristics influence reactions to negative feedback. When feedback indicates that the group’s strategy is inadequate, how members…
Abstract
Little research has considered how work team characteristics influence reactions to negative feedback. When feedback indicates that the group’s strategy is inadequate, how members respond to such feedback can determine the team’s ultimate success or failure. The aim of this theory paper is to identify central sources of influence on group responsiveness to negative feedback in a mixed‐gender context. Drawing upon sociological and psychological perspectives, we offer a framework that considers how men and women respond to negative feedback in work team settings.
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Leonard Karakowsky, Kenneth McBey and You‐Ta Chuang
The need to integrate men and women more effectively into team roles requires a fuller consideration of the dynamics of work‐team diversity and the consequences for both behavior…
Abstract
The need to integrate men and women more effectively into team roles requires a fuller consideration of the dynamics of work‐team diversity and the consequences for both behavior and cognition among team members. Drawing from sociological and psychological perspectives, this study examines the influence of team gender composition and gender‐orientation of the task on members' perceptions of their team's performance. The participants for this study included 216 university students (108 men, 108 women) who were randomly assigned to one of three types of gender‐mixed teams – male‐dominated, female‐dominated and balanced‐gender work‐teams. Teams were required to generate, in a (videotaped) team meeting, a negotiation strategy for two business‐related cases. Self‐report instruments provided information regarding perceptions of team performance, and expert judges offered objective measures of team performance. The findings of this study offer striking evidence that team gender composition and the gender‐orientation of the task, can clearly affect member perceptions of the quality of their team's performance, regardless of the actual performance level achieved.
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Edward W. Miles and Margaret M. LaSalle
The purpose of this paper is to present how previous research has shown that, in negotiations that have integrative potential, men negotiate greater outcomes than do women. The…
Abstract
Purpose
The purpose of this paper is to present how previous research has shown that, in negotiations that have integrative potential, men negotiate greater outcomes than do women. The primary purpose of this set of studies was to determine whether gender difference could be attributed to more effective performance in dividing value, more effective performance in creating value, or both.
Design/methodology/approach
In study 1, participants negotiated a case situation that had integrative potential. Participants were randomly assigned to a side of the case and to a negotiation counterpart. This provided a comparison of all possible dyad gender combinations – female‐female, female‐male, and male‐male. Statistical tests included actor‐partner interdependence model (APIM) analysis, ANOVA, χ2, and t‐tests. Study 2 replicated a sub‐set of the study 1 tests using a different sample and a different negotiation case situation.
Findings
Male‐male dyads created more value than female‐female dyads in both study 1 and study 2. No differences were found in the proportion of the negotiation “pie” claimed by men versus women. These combined results indicate that, in mixed‐motive negotiations, gender differences in individual‐level outcomes are a function of the amount of value created by the dyad, not in differences in the division of value.
Originality/value
The paper extends research regarding gender and negotiation performance by pinpointing that, while men obtain greater outcomes than women in negotiations that have integrative potential, the difference in outcomes emanates from differences in creating value, not from differences in dividing value.
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Edward W. Miles and Margaret M. LaSalle
The current studies examine the relationship between negotiation performance and negotiation self‐efficacy of both the focal negotiator and the negotiating counterpart. This paper…
Abstract
Purpose
The current studies examine the relationship between negotiation performance and negotiation self‐efficacy of both the focal negotiator and the negotiating counterpart. This paper seeks to further examine the possibility that these relationships are moderated by contextual ambiguity. It proposes that contextual ambiguity is asymmetrical with regard to gender: that a given situation is less ambiguous to the stereotype‐consistent gender and more ambiguous to the other gender.
Design/methodology/approach
Two negotiation cases are constructed. One was a feminine‐stereotyped situation and the other was a masculine‐stereotyped situation. Study participants negotiated one of the two cases. The primary statistical analysis was moderated regression analysis.
Findings
Results show that both focal negotiator self‐efficacy and counterpart self‐efficacy are significant predictors of focal negotiator performance. However, for both men and women, counterpart self‐efficacy had a stronger association with performance in negotiation situations of higher contextual ambiguity (stereotyped to the other gender) than in negotiation situations of lower contextual ambiguity.
Originality/value
In these studies, the paper responds to recent calls to include negotiation counterpart variables in negotiation research. Further, this study extends research regarding gender and negotiation performance by examining two previously unexplored topics: gender‐based asymmetrical contextual ambiguity and the moderation by gender of the relationship between negotiation self‐efficacy and negotiation performance.
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