Marginality and the Organizational Socialization of Female Managers

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Abstract
Although social movements and legislation have provided the impetus for women to enter the managerial ranks, relatively few females have become top-level managers. Using the sociological theory of marginality, the paper explores this phenomenon and suggests that women are still caught between emerging corporate and traditional roles. Implications of this marginal status are then examined in the context of the multistaged process of organizational socialization.

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