Engendering Inequality: Processes of Sex-Segregation on Wall Street

Women's numbers in high-paying, male-dominated occupations have risen in the past three decades, but they disproportionately hold lower-paying jobs within those occupations. A cohort sample of Wall Street securities professionals shows how sex segregation occurs over time, as men's and women's different experiences lead them to change functions, to change firms, or to leave the securities industry. While seemingly similar processes impinge on the careers of everyone in this exceptionally high-paid occupation, family constraints and gender discrimination produce differential results for similarly qualified men and women. Over time men disproportionately gain the very highest paying Wall Street jobs.     

Culture change in long-term care: educating the next generation

Long-term care facilities for frail elders are usually based upon the medical model, which is focused primarily on the biological functioning of these elders. The medical model allows for little choice on the part of the residents of these facilities. By way of contrast, culture change is a new approach to long-term care. This model of care seeks to meet a wide variety of needs for the elders and aims to expand their choices. This article presents the observations of college students responding to interactions with frail elders and looks at the implications of culture change for young adult college students.     

Outsourcing to a Powerful Contract Manufacturer: The Effect of Learning‐by‐Doing

The contract manufacturing industry has grown rapidly in recent years as firms have increasingly outsourced production to reduce costs. This growth has created powerful contract manufacturers (CMs) in several industries. Achieving a competitive cost position is often a primary motive for outsourcing. Outsourcing influences both the original equipment manufacturer's (OEM) and the CM's production levels, and, therefore, through learning‐by‐doing renders future costs dependent on past outsourcing decisions. As such, outsourcing should not be viewed as a static decision that, once made, is not revisited. We address these considerations by analyzing a two‐period game between an OEM and a powerful CM wherein both firms can reduce their production costs through learning‐by‐doing. We find that partial outsourcing, wherein the OEM simultaneously outsources and produces in‐house, can be an optimal strategy. Also, we find that the OEM's outsourcing strategy may be dynamic—i.e., change from period to period. In addition, we find both that the OEM may engage in production for leverage (i.e., produce internally when at a cost disadvantage) and that the CM may engage in low balling. These and other findings in this paper demonstrate the importance of considering learning, the power of the CM, and future periods when making outsourcing decisions.