Engendering Change: Organizational Dynamics and Workplace Gender Desegregation, 1975–2005

Huffman, Matt L.; Cohen, Philip N.; Pearlman, Jessica

doi:10.2189/asqu.2010.55.2.255

Cited by 210Gender Diversity and InequalityEmployment, Labor, and Gender StudiesLabour Market and Migration

Engendering Change: Organizational Dynamics and Workplace Gender Desegregation, 1975–2005

Huffman, Matt L., Cohen, Philip N., Pearlman, Jessica·2010·Administrative Science Quarterly

DOI 10.2189/asqu.2010.55.2.255

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Abstract

We examine workplace-level sources of gender inequality to explore the link between organizational change and levels of workplace gender integration over time. To do so, we analyze the gender division of labor and key structural aspects of U.S. private-sector work establishments, using longitudinal data from the U.S. Equal Employment Opportunity Commission from 1975 to 2005. We find that women's presence in managerial positions is positively related to gender integration, as is both establishment size and growth. Additionally, the results show that trends toward gender integration are due to change within workplaces rather than new, relatively integrated workplaces entering the population overtime. Our results also provide compelling evidence that the effect of female managers varies dramatically across organizational contexts, with the strongest desegregating effects in larger and growing establishments. Finally, the effect of women's access to organizational power structures has sharply diminished overtime.

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Studies of gender in other workplace settings find that women face more equal treatment when they are in gender-integrated work settings, even within male-dominated occupations and industries.
“Studies of gender in other workplace settings find that women face more equal treatment when they are in gender-integrated work settings, even within male-dominated occupations and industries [40,41].”
From Gender in Engineering Departments: Are There Gender Differences in Interruptions of Academic Job Talks? (2017) · cites this paper as [40]

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Authors: Huffman, M. L., Cohen, P. N., & Pearlman, J.
Affiliations: University of California, Irvine (US)
University of North Carolina at Chapel Hill (US)
ORCID: Cohen, Philip N.
Pearlman, Jessica
Venue: Administrative Science Quarterly
Publisher: SAGE Publications
Published: 2010-06
Volume: 55
Issue: 2
Pages: 255-277
ISSN: 0001-8392 (ISSN-L)
1930-3815
DOI: 10.2189/asqu.2010.55.2.255
OpenAlex: W2116393619
Cited by: 210
References: 107
Citations by year: 2026: 6 · 2025: 7 · 2024: 11 · 2023: 8 · 2022: 9 · 2021: 15 · 2020: 15 · 2019: 18 · 2018: 22 · 2017: 17 · 2016: 12 · 2015: 19 · 2014: 13 · 2013: 14 · 2012: 16
FWCI: 29.46
Type: journal article
Language: en
Open access: closed
Licence: journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations: Administrative Science Quarterly (publishedVersion)
Topics: Social Sciences › Gender Studies › Gender Diversity and Inequality
Social Sciences › Safety Research › Employment, Labor, and Gender Studies
Social Sciences › Gender Studies › Labour Market and Migration
Keywords: gender inequality, organizational change, gender division of labor, women in management, establishment size, business growth, organizational power structures

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Engendering Change: Organizational Dynamics and Workplace Gender Desegregation, 1975–2005

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