A qualitative study of 11 executive women showed that they view corporate culture as male centered and use learning as a strategy to negotiate an inhospitable environment. They reported cognitive, collaborative, and experiential approaches. Results reinforce the value of learning through relationships and using networks and mentors. (SK)

Relationships between current performance and likelihood of promotion were analyzed for 743 pairs of managers and their supervisors. Although no differences appeared in evaluations of older and younger managers, supervisors' perceptions of promotability of younger managers were related to their performance evaluation, which was not the case for…

Examines the psychological aspect of affirmative action on the female beneficiary in terms of other people's perceptions, self-perception, and beneficiaries' reaction to an organization with an affirmative action plan. Strategies for providing a supportive organization environment and potential benefits are presented. (SK)

Information systems professionals (n=163) completed measures of career anchors and outcomes (career/job satisfaction, job performance, perceived advancement prospects); 46% had multiple dominant anchors and these individuals did not have significantly different career outcomes than those with single dominant anchors. (Contains 26 references.) (SK)

Three misconceptions about working women are (1) they have lower self-confidence and organizational commitment; (2) they choose family over career; and (3) they do not have the same leadership skills as men. Changes that will not work to alter sex segregation are affirmative action, gender training, and seeding. (SK)

Interviews with 30 women middle managers in Fortune 500 companies suggest that women have the education and work experience needed for top positions; they have self-confidence, motivation, high aspirations, and career commitment. Still, barriers and bias in organizational culture and work environment remain. (SK)

This study examined whether a woman working a flexible schedule would be perceived as having less career advancement potential than a woman on a regular schedule. Participants reviewed a packet of materials simulating the personnel file of a female employee in an accounting firm who was seeking promotion from manager to senior manager. Results…

In-depth interviews with 12 diversity experts identified organizational and individual barriers inhibiting development of a diverse workforce. Primary reasons for diversity initiatives included improving productivity, enhancing social responsibility, and addressing legal concerns. (SK)

A study of 678 unskilled and semiskilled workers found that (1) those receiving on-the-job training were paid less and had less seniority; (2) those with off-the-job training (OFJT) or refresher courses had more seniority and more promotions; (3) OFJT related to lower projected longevity; and (4) educational level was related to pay. (SK)