GENDER AND NETWORKING: BUILDING AND BENEFITING FROM HIGH STATUS TIES IN THE WORKPLACE

While organizations have significantly reduced the overt and intentional forms of sex discrimination that impeded women’s careers in the past, a great deal of research suggests women continue to face informal barriers in the workplace. One such arena in which women tend to be disadvantaged is in their workplace networks. In many ways, men and women have similar networks, yet women are less likely than their male counterparts to have personal relationships with high status coworkers. Scholars have long suggested that these strategic connections are valuable and may be especially beneficial to or necessary for women. Networking has long been touted as one way women can overcome workplace disadvantage by strategically developing and/or capitalizing on such networks, which can enable their success and satisfaction at work. However, networking is a considerable investment. Indeed, networking has been called women’s third shift, after work and family responsibilities. As such, it is vital that we understand how women and men can best capitalize on their investments in networking. This research seeks to add to our scholarly understanding by examining the extent to which men and women can translate their networking behaviors into high status connections and capitalize on those connections to enhance their performance and job satisfaction. Results suggest networking behaviors enable men and women to have friends with higher informal status. However, while men’s networking behaviors are related to having higher ranking (formal status) friends, women’s networking behaviors are related to having lower ranking friends. Post-hoc analyses begin to explore the possibility that these gender differences are due to choices made by or others’ reactions to male and female networkers. Results also distinguish between employees’ gender and legitimacy to shed light on how and why men and women can develop and capitalize on high status connections, providing practical implications for employees and organizations seeking to intervene to enable women and men to develop high status connections. This research uses multimethod data to illuminate ways in which both women and men can translate their networking behaviors into high status connections, workplace performance, and job satisfaction

Whether, How, and Why Networks Influence Men\u27s and Women\u27s Career Success: Review and Research Agenda

Substantial research has documented challenges women experience building and benefiting from networks to achieve career success. Yet fundamental questions remain regarding which aspects of men’s and women’s networks differ and how differences impact their careers. To spur future research to address these questions, we present an integrative framework to clarify how and why gender and networks—in concert—may explain career inequality. We delineate two distinct, complementary explanations: (1) unequal network characteristics (UNC) asserts that men and women have different network characteristics, which account for differences in career success; (2) unequal network returns (UNR) asserts that even when men and women have the same network characteristics, they yield different degrees of career success. Further, we explain why UNC and UNR emerge by identifying mechanisms related to professional contexts, actors, and contacts. Using this framework, we review evidence of UNC and UNR for specific network characteristics. We found that men’s and women’s networks are similar in structure (i.e., size, openness, closeness, contacts’ average and structural status) but differ in composition (i.e., proportion of men, same-gender, and kin contacts). Many differences mattered for career success. We identified evidence of UNC only (same-gender contacts), UNR only (actors’ and contacts’ network openness, contacts’ relative status), neither UNC nor UNR (size), and both UNC and UNR (proportion of men contacts). Based on these initial findings, we offer guidance to organizations aiming to address inequality resulting from gender differences in network creation and utilization, and we present a research agenda for scholars to advance these efforts

Whether, How, and Why Networks Influence Men’s and Women’s Career Success: Review and Research Agenda

Substantial research has documented challenges women experience building and benefiting from networks to achieve career success. Yet fundamental questions remain regarding which aspects of men’s and women’s networks differ and how differences impact their careers. To spur future research to address these questions, we present an integrative framework to clarify how and why gender and networks—in concert—may explain career inequality. We delineate two distinct, complementary explanations: (1) unequal network characteristics (UNC) asserts that men and women have different network characteristics, which account for differences in career success; (2) unequal network returns (UNR) asserts that even when men and women have the same network characteristics, they yield different degrees of career success. Further, we explain why UNC and UNR emerge by identifying mechanisms related to professional contexts, actors, and contacts. Using this framework, we review evidence of UNC and UNR for specific network characteristics. We found that men’s and women’s networks are similar in structure (i.e., size, openness, closeness, contacts’ average and structural status) but differ in composition (i.e., proportion of men, same-gender, and kin contacts). Many differences mattered for career success. We identified evidence of UNC only (same-gender contacts), UNR only (actors’ and contacts’ network openness, contacts’ relative status), neither UNC nor UNR (size), and both UNC and UNR (proportion of men contacts). Based on these initial findings, we offer guidance to organizations aiming to address inequality resulting from gender differences in network creation and utilization, and we present a research agenda for scholars to advance these efforts

Turnover During a Corporate Merger: How Workplace Network Change Influences Staying.

The upheaval created by a merger can precipitate voluntary employee turnover, causing merging organizations to lose valuable knowledge-based resources and competencies precisely when they are needed most to achieve the merger\u27s integration goals. While prior research has shown that employees\u27 connections to coworkers reduce their likelihood of leaving, we know little about how personal social networks should change to increase the likelihood of staying through the disruptive post-merger integration period. In a pre-post study of social network change, we investigate over 15 million email communications between employees within two large merging consumer goods firms over 2 years. We use insights from network activation theory to posit and find that employees with high formal power (rank) and high informal status (indegree centrality) react to the merger\u27s general uncertainty and threat by developing new social connections in a manner indicative of a network widening response: reaching out and connecting with those in the counterpart legacy organization. We also investigate whether increased personally felt threat in the form of merger-related job insecurity strengthens these relationships, finding it does in the case of high formal power. We also find that employees increasing their cross-legacy social connections is key in reducing those employees\u27 turnover after a merger. Our study suggests that network activation theory can be extended to explain network changes and not simply network cognition. (PsycInfo Database Record (c) 2021 APA, all rights reserved)

Climate as a driver of population variability in breeding Gentoo Penguins (Pygoscelis papua) at the Falkland Islands

Detecting and predicting how populations respond to environmental variability are eminent challenges in conservation research and management. This is particularly true for wildlife populations at high latitudes, many of which demonstrate changes in popul

High Latitude Changes in Ice Dynamics and Their Impact on Polar Marine Ecosystems

Polar regions have experienced significant warming in recent decades. Warming has been most pronounced across the Arctic Ocean Basin and along the Antarctic Peninsula, with significant decreases in the extent and seasonal duration of sea ice. Rapid retreat of glaciers and disintegration of ice sheets have also been documented. The rate of warming is increasing and is predicted to continue well into the current century, with continued impacts on ice dynamics. Climate-mediated changes in ice dynamics are a concern as ice serves as primary habitat for marine organisms central to the food webs of these regions. Changes in the timing and extent of sea ice impose temporal asynchronies and spatial separations between energy requirements and food availability for many higher trophic levels. These mismatches lead to decreased reproductive success, lower abundances, and changes in distribution. In addition to these direct impacts of ice loss, climate-induced changes also facilitate indirect effects through changes in hydrography, which include introduction of species from lower latitudes and altered assemblages of primary producers. Here, we review recent changes and trends in ice dynamics and the responses of marine ecosystems. Specifically, we provide examples of ice-dependent organisms and associated species from the Arctic and Antarctic to illustrate the impacts of the temporal and spatial changes in ice dynamics