In a corporate apology, the apologizer can be either a male or a female. How does the gender of the apologizer influence consumer forgiveness? We suggest that the relative effectiveness of corporate apologies made by males versus females depends on the nature of the corporate wrongdoing, namely whether the wrongdoing is related to performance or to value. Three experiments demonstrate that a male apologizer elicits more consumer forgiveness than a female apologizer for performance-related wrongdoings, while a female apologizer garners more (...) forgiveness than a male apologizer for values-related wrongdoings. These effects are driven by consumers’ social perceptions of the different genders. Specifically, a female apologizer is perceived as warmer which offsets the perceived lack of warmth resulting from values-related corporate transgressions, while a male apologizer is perceived as more competent which compensates for the perceived lack of competence resulting from performance-related corporate transgressions. However, this effect is attenuated when consumers are the same gender as the apologizer, and can be reversed when the apologizer is personally responsible for the wrongdoing. These findings offer novel insights on corporate apologies, gender-trait associations, and gender and forgiveness, while suggesting that companies must carefully consider the gender of the spokesperson in the wake of transgressions. (shrink)

Men typically express more willingness than women to perpetrate fraudulent acts like lying in negotiations. However, women express just as much willingness in some cases. We develop and test a theory to explain these mixed findings. Specifically, we hypothesize that situational cues that bring about competitive or empathic feelings mitigate sex differences in lying to negotiation counterparts. Results from four experiments confirm our hypotheses. Experiment 1 showed that men and women express equal willingness to lie when negotiating with counterparts toward (...) whom they felt either great competitiveness or empathy. Experiment 2 extended these results by confirming that men only express more willingness to lie absent competitive or empathic feelings towards a counterpart. Experiments 3 and 4 demonstrated that inducing competitive or empathic feelings toward a counterpart eliminated sex differences in lying by leading women to lie more and men to lie less, respectively. Overall, our results suggest that the extent to which negotiators experience competitive or empathic feelings play important roles in whether sex differences in lying in negotiations emerge. (shrink)

Research on economic inequality has largely focused on understanding the relationship between organizations and inequality but has paid limited attention to the role of institutions in the creation and maintenance of inequality. In this article, we use insights from the caste system—an institution that perpetuates socio-economic inequalities and limits human functions—to elaborate on three elements of economic inequality: uneven dispersions in resource endowments, uneven access to productive resources and opportunities, and uneven rewards to resource contributions. We argue that economic inequalities (...) persist because these three different elements of inequality feed from and reinforce each other. Our study underscores the potential of the caste lens to inform research on economic inequality as well as organizational theory and practice. (shrink)