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In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
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In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
Directions: Recently, due to your teacher"s help, you have been successful in a job interview. Write a letter to Miss Wang to express your sincere thanks to her. You should write about 100 words on ANSWER SHEET 2. Do not sign your name at the end of the letter. Use "Li Ming" instead. Do not write the address.
In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
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