02037nas a2200169   4500008004100000245009400041210006900135260000900204300001200213490000700225520144200232653001501674100002101689700002201710700001801732856011701750       2006                        eng d00aSaying "no" to being uprooted: The impact of family and gender on willingness to relocate0 aSaying no to being uprooted The impact of family and gender on w  c2006  a131-1490 v793 aAlthough career research contends that women managers and professionals are less willing than men to relocate, much of the previous research has been either limited by comparative sampling issues, or has not fully accounted for the role of family. To address these issues we gathered survey data from managers and professionals in 102 large companies by identifying pairs of individuals from each firm who worked in the same division, location, and functional area, who were similar in age (± 5 years), yet differed in gender ” resulting in a comparatively matched sample of 333 male and 333 female respondents. To account for the role of family, we tested a model that first controlled for the impact of previous determinants of willingness to relocate, and then examined the impact of four family attributes including spouse's contribution to family income, presence of preschool-aged children at home, and the perceived strength of spouse's and children's community ties. We also examined the moderating role of gender in explaining the impact of these attributes. Results indicate that the inclusion of family attributes increased the amount of variance explained in our regression model. Moreover, beyond substantiating a significant main effect for gender ” that is, women managers are less willing to relocate ” we also found that gender interacts with family attributes to further dampen a woman's willingness to relocate.10aManagement1 aBaldridge, David1 aEddleston, K., A.1 aVeiga, J., F.  u/biblio/saying-no-being-uprooted-impact-family-and-gender-willingness-relocate-001631nas a2200169   4500008004100000245008500041210006900126260000900195300001200204490000700216520104400223653001501267100002201282700002101304700001801325856011801343       2004                        eng d00aToward modeling the predictors of managerial career success: does gender matter?0 aToward modeling the predictors of managerial career success does  c2004  a360-3850 v193 aAlthough research has uncovered important predictors of managerial career success, the causal relationships between these predictors has not been fully explored. Accordingly, we propose and test a model that establishes a link between individual differences, salient career-related beliefs, career enhancing outcomes and managerial career success. Using path analysis, we found that education and career impatience directly affected willingness to relocate and perceived marketability, which in turn led to more promotions offered and greater exposure to powerful networks. Finally, the number of promotions offered directly affected management level, which in turn affected compensation level. With respect to gender differences, we found that beliefs regarding the efficacy of mentoring positively influenced a woman's sense of marketability, and like her male counterpart, exposure to powerful networks. However, we also found that for women managers, unlike men, such exposure did not affect the number of promotions they were offered.10aManagement1 aEddleston, K., A.1 aBaldridge, David1 aVeiga, J., F.  u/biblio/toward-modeling-predictors-managerial-career-success-does-gender-matter-001217nas a2200169   4500008004100000245008800041210006900129260000900198300001200207490000700219520062100226653001500847100001800862700002100880700002200901856012400923       2004                        eng d00aToward understanding employee reluctance to participate in family-friendly programs0 aToward understanding employee reluctance to participate in famil  c2004  a337-3510 v143 aDespite the fact that many organizations have implemented family-friendly programs to meet the needs of today's diverse workforce, employees have been reluctant to use them. Drawing on the theories of planned behavior, help-seeking, and distributive justice, we propose a framework that focuses initially on the more proximal factors that influence an employee's likelihood of participating in such programs. We then examine the role of organization-based situational characteristics in shaping both personal and normative assessments and describe the implications of our framework for researchers and practitioners.10aManagement1 aVeiga, J., F.1 aBaldridge, David1 aEddleston, K., A.  u/biblio/toward-understanding-employee-reluctance-participate-family-friendly-programs-0