Insights Newsletter Archive

Negotiating pay, Scandals, Helping refugees, Mentoring

Insights

01 Oct 2023

Debunking the “Women Don’t Negotiate” Pay-Gap Myth

A stereotype holds that men earn more than women partly because men negotiate more often with employers. An Academy of Management Discoveries article stands that notion on its head, finding that women negotiate more often than men, but they’re still paid less than their male peers.

Misconduct Trends Increase the Likelihood of Media Scrutiny

When a high-profile organization errs, its wrongdoing is more likely to attract headlines than if a less-regarded firm behaves badly. But when similar misconduct occurs in prestigious firms that are outside a sector that’s in the media spotlight, the transgression is less likely to balloon into scandal, according to an Academy of Management Journal article.

A Web of Support Helps Refugees Find and Keep Jobs

Despite social and language barriers and lack of recognition of their credentials, many refugees find stable employment as a result of complementary efforts by a variety of people and institutions, including employers, government agencies, and refugee support organizations.

Mentors Have a Lot to Learn from Mentees

A common barrier to becoming a mentor is the misconception that the benefits go solely to mentees, AOM scholars explain. The problem is related to “learning direction,” a term the authors coined to reflect what people identify as sources of their learning.

When Public-Private Collaborations Work Best

Public-private collaborations can work as well as private-private partnerships when it’s time for discovery and innovation. But in later stages, like during commercialization, public-private collaborations fall behind, due to misaligned social and economic incentives and organizational processes, according to AOM scholars.

Firms’ Risks and Rewards of Hiding Political Contributions

Many corporations look for ways to legally obscure their lobbying and campaign contributions. An Academy of Management Review article analyzes how and why firms conceal their corporate political activity and offers a calculus to compare the costs and benefits of cloaking contributions, as well as the affects concealment has on corporations, competitors, policymakers, and the public.

New infographic:

Diversity Efforts and the “Not Here” Bias

New video:

How Female Entrepreneurs Can Beat the VC Funding Bias

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From the archive:

On the Folly of Rewarding A, While Hoping for B

This is an excerpt of an updated version of Steven Kerr’s 1975 Academy of Management Journal article—“On the Folly of Rewarding A, While Hoping for B” (republished online in 2017)—which is among the most-cited and reprinted papers in management sciences. Kerr was the 45th AOM president in 1990. Previously, he was on the faculties of Ohio State University, the University of Southern California, and the University of Michigan, and was USC business school dean from 1985 to 1989. In 1994, Jack Welch, then GE CEO, appointed Kerr as Chief Learning Officer, making GE the first company to have such an executive. Kerr became Goldman Sachs CLO and Managing Director in 2001. Kerr updated his famous article in 1995.