Ingrid Haegele

I am an Assistant Professor of Economics at the Ludwig-Maximilians University of Munich (LMU). Prior to joining LMU, I received a PhD from the UC Berkeley Department of Economics.

My research studies the role of firms in the labor market. I combine rich administrative data with new survey evidence to understand how firms' organizational design and HR practices affect labor market outcomes and long-term inequality.

You can contact me per email using .

Curriculum Vitae

Working Papers

Talent Hoarding in Organizations [Revise & Resubmit at the American Economic Review]

Awards:: Young Labour Economist Prize 2021 of the European Association of Labour Economists , W.E. Upjohn Institute for Employment Research Dissertation Award Honorable Mention, Max Weber-Preis 2022 Bayerische Akademie der Wissenschaften, Outstanding Poster Award 2021 ACLEC

Coverage: Süddeutsche Zeitung, Marginal Revolution, The Visible Hand Podcast

Abstract: Most organizations rely on managers to identify talented workers for promotions. However, managers who are evaluated on team performance have an incentive to hoard workers. This study provides the first empirical evidence of talent hoarding using novel personnel records from a large manufacturing firm. Temporary reductions of talent hoarding increase workers’ applications for promotions by 123%. By reducing the quality and performance of promoted workers, talent hoarding contributes to misallocation of talent and perpetuates gender inequality in representation and pay at the firm.

The Broken Rung: Gender and the Leadership Gap [Updated July 2022]

Awards: UniCredit Foundation Best Paper Award on Gender Economics 2022, W.E. Upjohn Institute for Employment Research Dissertation Award Honorable Mention, Max Weber-Preis 2022 Bayerische Akademie der Wissenschaften

Coverage: My Collective Podcast, Süddeutsche Zeitung

Abstract: Women are vastly underrepresented in leadership positions, but little is known about when and why gender gaps in career progression first emerge in the leadership hierarchy. I collect new data from a large multinational firm that combines detailed personnel records with the universe of internal application and job vacancies. By constructing a granular measure of job hierarchy, I document that women at lower hierarchy levels are 29% less likely to apply for promotions. No such gaps exist among employees who already hold leadership positions, indicating the presence of a broken rung rather than a glass ceiling. Both realized application patterns and large-scale surveys at the firm reveal that taking on leadership of a team is less appealing to women than men at lower hierarchy levels. This difference is large and not explained by a range of other factors, such as family status, risk preferences, or confidence. These findings suggest that the current architecture of leadership positions is an impediment to equal representation.

Selected Work in Progress
Bargaining in the Labor Market (with Sydnee Caldwell and Jörg Heining)