AcademicArticleSCO_84961197939

abstract

• © 2016, Springer Science+Business Media New York. Prior studies have made important strides in understanding the drivers of gender bias facing women at the top. Yet, relatively little is known about the intra-organizational power dynamics of how and why these patterns still persist despite a plethora of initiatives to redress the phenomenon over the last several decades. This paper develops an intra-organizational power perspective on the dynamics of promotion bias to destination positions. We propose that social dominance emerges as social categorization based on a candidate¿s visible and invisible markers leads to distorted perceptions and stereotyping which, when combined with group favoritism and conformity pressures within committee practices, engender the perceived degree of ideological asymmetry between the candidate and the organization. It is the magnitude of the perceived degree of ideological asymmetry that drives promotion bias. This bias has potent effects on the institutionalization of power over time. Our perspective ultimately offers new insights into the role of dominant organizational ideology and dynamics of biases that continue to limit promotion opportunities of women to destination positions.