That is, at the time of hiring when little is known

The gap

Evidence profile

Sourced from the inline gaps and recommendations and future-work section of the source papers, classified as general, drawn from work published between 1975 and 1987, spanning 3 journals. Those papers have been cited 201 times in total.

Supporting evidence — 3 representative gaps

• A theoretical approach to sex discrimination in traditionally masculine occupations (1975) · Organizational Behavior and Human Performance · cited 193× · doi

  That is, at the time of hiring when little is known about the job applicant, it is relatively easy to ca- tegorize the female applicant as an undifferentiated member of the sub- group of women. Thus, these findings suggest that stereotypes influence sex discrimination most when little is known about the female's potential (e.

  generalinline gapsevidence 5/5
  Keywords: little known applicant female time hiring relatively easy tegorize undifferentiated member group women thus suggest
• Isn't It Time We Were Moving On?: Necessary Future Research on Women in Management (1981) · Group & Organization Studies · cited 8× · doi

  As the foregoing analysis indicates, recent research on women in management was most often conducted on organizational issues, to a moderate extent on issues related to the women themselves, and least often on societal issues. Over half the studies on organizational issues were primarily concerned with demonstrating sex discrimination. As a result, there is plenty of proof that discrimination occurs, but very little is known about other aspects. Larwood and Lockheed (1979) argued that it is time for researchers to leave the topics of stereotyping and discrimination and perform second- generation research. An analysis of stereotyping research by Schein (1978) produced a similar conclusion. Although stereotyping and discrimination are important topics, work on them has become analogous to wildcatting for oil in an aging field: Something is definitely there, but the profits to be realized are rapidly diminishing. Furthermore, there seems little point in continuing to determine whether or not leadership theory (treated in twelve studies, which were assigned to other topics) or socialization processes can be extended to the female manager. They can be. However, the results of such investigations are now only marginally useful in explaining the multifaceted phenomenon of women entering management. Most of the research has determined what sex differences or problems exist and has specified conditions or causes that generate those problems. Additional research of that type is still needed on some of the previously mentioned topics. For example, information on whether women run organizations as profitably as do men and whether they are as efficient in performing their tasks would help plug the gaps. However, there is an urgent need to go beyond gap plugging to a new level of research dedicated to applying the findings of earlier work. More attention must be paid to the uses to which the research may be applied. If discrimination exists, information is needed on ways organizations can build systems to counter it and ways female managers can avoid it. Although a few suggestive studies of this nature were found, none directly tested the efficacy of alternative solutions in a field situation. Only six of the studies reviewed used field experiments or archival techniques, and only thirty-two used survey techniques in the field. The concept of uses can be extended in a different direction. Although sex differences in the effects of socialization are an established fact for some segments of the population, these differences are often regarded as an embarrassment to be overlooked or a justification for discrimination rather than an asset to be cultivated. Information is needed on ways that women and men of all personalities might be more fully utilized by organizations. For example, although the competitive/aggressive mas- culine stereotype is still strongly associated with effective management (Powell & Butterfield, 1979), some key managerial positions are best filled by those who run counter to the stereotype. As a not-so-creative way of

  generalrecommendationsevidence 5/5
  Keywords: discrimination women issues there topics field management often stereotyping whether differences needed information organizations ways
• The ‘nature’ and status of women (1987) · South African Journal of Sociology · doi

  Future research could explore the implications of the paper's findings for policymakers and practitioners seeking to address sex discrimination and promote gender equality. It could also investigate the ways in which socio-cultural factors shape sex roles in different cultural and historical contexts. Further research could examine the relationship between socio-cultural factors and the subordination of women in more depth.

  generalfuture-work sectionevidence 5/5
  Keywords: future research explore implications paper findings policymakers practitioners

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