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Men's and Women's Networks: A Study of Interaction Patterns and Influence in an Organization
Daniel J. Brass
The Academy of Management Journal
Vol. 28, No. 2 (Jun., 1985), pp. 327-343
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/256204
Page Count: 17
You can always find the topics here!Topics: Men, Social interaction, Opposite gender interaction, Questionnaires, Friendship, Brasses, Management science, Gender equality, Womens rights, Employee supervision
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This study investigated the interaction patterns of men and women in an organization and the relationship of these patterns to (1) perceptions of influence, and (2) promotions to supervisory positions. Results indicated that individuals' positions in workflow and interaction networks relate strongly to measures of influence. Although women were rated as less influential than men, the two groups showed no difference on many measures. However, women were not well-integrated into men's networks including the organization's dominant coalition, and vice versa. Women whose immediate workgroups included both men and women were exceptions. A follow-up indicated that promotions were significantly related to centrality in departmental, men's, and dominant-coalition interaction networks.
The Academy of Management Journal © 1985 Academy of Management