Gender and the Workplace: New Research Finds Women Are More Likely to Pursue Meaningful Work
Columbia Business School Study Finds Difference between Men and Women’s Attitudes Toward Their Jobs
Columbia Business School Study Finds Difference between Men and Women’s Attitudes Toward Their Jobs
The Theodora Rutherford Inclusion Award celebrates CBS students who are committed to diverse experiences and inclusive leadership.
Six Studies Address Key Topics Crucial for Enhancing Outcomes for Women in Business
In-group bias can be detrimental for communities and economic development. We study the causal effect of financial constraints on in-group bias in prosocial behaviors – cooperation, norm enforcement, and sharing – among low-income rice farmers in rural Thailand, who cultivate and harvest rice once a year. We use a between-subjects design – randomly assigning participants to experiments either before harvest (more financially constrained) or after harvest. Farmers interacted with a partner either from their own village (in-group) or from another village (out-group).
This paper shows that providing undocumented immigrants with an immigration pardon, or amnesty, increases their economic activity in the form of higher entrepreneurship. Using administrative census data linked to the complete formal business registry, we study a 2018 policy shift in Colombia that made nearly half a million Venezuelan undocumented migrants eligible for a pardon. Our identification uses quasi-random variation in the amount of time available to get the pardon, introducing a novel regression discontinuity approach to study this policy.
Diversity initiatives are designed to help workers from disadvantaged backgrounds achieve equitable opportunities and outcomes in organizations. However, these programs are often ineffective. To better understand less-than-desired outcomes and the shifting diversity landscape, we synthesize literature on how corporate affirmative action programs became diversity initiatives and current literature on their effectiveness. We focus specifically on work dealing with mechanisms that make diversity initiatives effective as well as their unintended consequences.
David M. Schizer served as a dean of the Law School from 2004 to 2014 and is one of the nation’s leading tax scholars. His research also focuses on nonprofits, energy law, and corporate governance.
Wei Cai joined Columbia University in 2020. Her research interests revolve around management accounting, organizational culture, and diversity and inclusion. Her research broadly investigates how to measure and manage key organizational capital. For example, she examines how corporate leaders and managers can deliberately design and shape organizational culture, and improve organizational outcomes through innovative management control systems. She uses multiple research methods including statistical analyses of archival data sources, field experiments, and surveys.
Michael Ewens is the David L. and Elsie M. Dodd Professor of Finance and co-director of the Private Equity Program. He is also a Research Associate at the National Bureau of Economic Research (NBER), Associate Editor of the Journal of Financial Economics, Associate Editor at the Review of Financial Studies, Assoicate Editor at Management Science, Associate Editor at the Journal of Corporate Finance, and co-editor of the Journal of Economics & Management Strategy. He received a Ph.D.
Adam Galinsky is the Vice Dean for Diversity, Equity and Inclusion and Paul Calello Professor of Leadership and Ethics at the Columbia Business School.
Professor Galinsky has published more than 300 scientific articles, chapters, and teaching cases in the fields of management and social psychology. His research and teaching focus on leadership, negotiations, diversity, decision-making, and ethics.
Ashli Carter is a Lecturer in the Management Division at Columbia Business School. Currently, she teaches topics in leadership, negotiations, and cultivating a growth mindset in the MBA and Executive Education programs, as well as for CBS administrators and staff. Prior to joining CBS faculty, she taught MBA and undergraduate courses in leadership and professional ethics at NYU Stern where she was an Assistant Professor/Faculty Fellow of Management and Organizations.
We argue that economists have studied the role of management from three perspectives: contingency theory (CT), an organization-centric empirical approach (OC), and a leader-centric empirical approach (LC). To reconcile these three perspectives, we augment a standard dynamic firm model with organizational capital, an intangible, slow-moving, productive asset that can be produced only with the direct input of the firm’s leadership and that is subject to an agency problem.
We argue that economists have studied the role of management from three perspectives: contingency theory (CT), an organization-centric empirical approach (OC), and a leader-centric empirical approach (LC). To reconcile these three perspectives, we augment a standard dynamic firm model with organizational capital, an intangible, slow-moving, productive asset that can be produced only with the direct input of the firm’s leadership and that is subject to an agency problem.
The recent pandemic has caused many businesses to alter their offerings, at times providing inferior value to their customers or incurring higher costs. Many classes moved online, leading to a lower-value offering without significant cost reductions, and many firms adopted costly hygiene measures, such as stringent cleaning or reducing capacity to maintain social distancing.
We find that people who experience social marginalization are more likely to share COVID-19 news indiscriminately, that is, sharing news that is factually untrue and true, as well as news that seems surprising and unsurprising. This effect, driven by their general motivation to seek meaning, holds when people self-identify as being socially marginalized (i.e., experiencing frequent feelings of discrimination) and when they are situationally induced to feel marginalized. We demonstrate that an intervention to help people obtain a temporary sense of meaning by having high (vs.
Service systems are typically limited resource environments where scarce capacity is reserved for the most urgent customers. However, there has been a growing interest in the use of proactive service when a less urgent customer may become urgent while waiting. On one hand, providing service for customers when they are less urgent could mean that fewer resources are needed to fulfill their service requirement. On the other hand, using limited capacity for customers who may never need the service in the future takes the capacity away from other more urgent customers who need it now.
The United States is one of the few countries that does not guarantee paid family leave (PFL) to workers. Proposals for PFL legislation are often met with opposition from employer organizations, which fear disruptions to business, especially among small employers. But there are limited data on employers’ views. The authors surveyed firms with 10 to 99 employees in New York and New Jersey on their attitudes toward PFL programs before and during the coronavirus disease 2019 (COVID-19) pandemic.