Concept and career-stage differentiation in obsolescence research

The study aimed to further the differentiation in obsolescence research in three directions: differentiation of obsolescence concepts, differentiation of updating-related cognitions, and career-stage differentiation. Survey data from 544 professionals employed by high-tech organizations in Israel were collected. The analyses of differentiation in obsolescence and its related cognitions showed that the response to the obsolescence threat was characterized by constriction. Constriction was manifested in higher levels of updatedness in the closer scope, in the shorter time span, and in comparison to the more immediate reference groups. Other indications of constriction were the salience of the present job and the significant role played by the immediate supervisor in the updating pursuit. Two different meanings of updating could be distinguished—formal updating and incidental updating. The analyses of career differentiation identified stage differences in the extent of updating, obsolescence and organizational support of updating. They were mostly higher at more advanced stages. The managerial route was more advantageous to updating compared to the technical route. Finally, whereas the link of organizational support to updating behavior strengthened with career progress, its link to the obsolescence experience loosened. Implications of the findings are discussed.     

Sex proportion and performance evaluation among high‐ranking military officers

This field study examined the relationships between sex proportion and performance evaluation among 3014 high‐ranking officers (Majors and Lieutenant Colonels) in the Israeli Defense Forces. Women's performance was rated lower than that of men when the women were token members of their units. However, the performance of women was rated higher than that of men when they constituted a higher proportion. Men's overall performance did not co‐vary with proportion. In addition, the interaction of sex with proportion had a significant effect on the dimensions of Operational and Analytic Competence. The pattern of findings supports Kanter's framework of skewed and tilted groups. Copyright © 2001 John Wiley & Sons, Ltd.