Performance evaluation when in-role and out-of-role behavior are manipulated in a male sex-typed occupation was investigated. Level of performance (high and low), mode of behavior (masculine and feminine), and performer sex were manipulated. Results indicate that performance evaluation is a winnowing process wherein raters assign ratings on the level of performance and value masculine over feminine modes of behavior, especially for female high performers.

Discusses the concepts for management and in management education which are in the process of development in the Management Laboratory of the Massachusetts Institute of Technology's School of Indus...

Discusses the concepts for management and in management education which are in the process of development in the Management Laboratory of the Massachusetts Institute of Technology's School of Industrial Management. Ways in which the community may contribute to, and cooperate with, a school of management; Discussion on the problem of teaching improvement to the student of management; Effort of the Management Laboratory to make its teaching most effective.

The authors present a commentary on an article discussing the reliability and dimensionality of the Women as Managers Scale (WAMS). The scale is used as a measure of attitudes toward women as manag...

The authors present a commentary on an article discussing the reliability and dimensionality of the Women as Managers Scale (WAMS). The scale is used as a measure of attitudes toward women as managers. They contend that the authors failed to identify the weaknesses of the WAMS. The authors say the scale has acceptable reliability in male and female samples.

Performance evaluation when in-role and out-of-role behavior are manipulated in a male sex-typed occupation was investigated. Level of performance (high and low), mode of behavior (masculine and fe...

Comments on the inclusion of the behavioral sciences in business education. Problem of improving faculty scholarship; Legs on which the business administration program stands; Comments on bringing ...

Comments on the inclusion of the behavioral sciences in business education. Problem of improving faculty scholarship; Legs on which the business administration program stands; Comments on bringing behavioral scientists in the business school.

We examine how the immigration of leaders possessing different skills, understandings, assumptions, and values can promote change within institutionalized organizations and fields. Our results indicate that American liberal arts colleges were more likely to adopt controversial professional programs during the 1970s and 1980s when led by presidents who had recently migrated either from colleges that had professional programs or from lower-status colleges.

In this paper we theorize about illicit roles and explore their effects on resilient team performance. We define an illicit role as one whose occupants specialize in activity forbidden by the law, regulatory bodies, or professional societies, in the belief that doing so provides a competitive advantage. Using longitudinal data on professional hockey teams, we examine the enforcer—a player who specializes in the prohibited activity of fighting. We find that team performance is more disrupted by the injury of an enforcer than by the injury of occupants of other formal roles on the team. In addition, team performance recovers more slowly after this setback to the extent the team tries to replace an enforcer, and the performance disruptions associated with his exit are magnified as a function of his experience with his team. We use these findings to develop new theory about organizational roles that operate outside official channels and formal structures. We suggest that such role occupants are more difficult to replace than their formal counterparts, in part because to enact these roles effectively requires experience in the local social context.