Ingrid Haegele

I received a PhD from the Economics Department at UC Berkeley. During the Spring 2022 semester, I am visting MIT Sloan and the NBER.

In July 2022, I will join the Ludwig Maximilian University of Munich (LMU) as an Assistant Professor of Economics.

My research studies the role of firms in the labor market. In my current projects, I collaborate with large companies to understand how organizational design affects labor market outcomes and long-term inequality.

You can contact me per email using .

Curriculum Vitae

Working Papers

Talent Hoarding in Organizations Link to SSRN

Awards: Young Labour Economist Prize 2021 of the European Association of Labour Economists , Outstanding Poster Award 2021 ACLEC

Coverage: Süddeutsche Zeitung, Marginal Revolution

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

Abstract: Women are vastly underrepresented in leadership positions, but little is known about when and why gender gaps in representation first emerge in the leadership hierarchy. This study uses novel personnel data from a large manufacturing firm to document that gender differences in applications for first-level leadership positions create a key bottleneck in women's career progression. Women are not less likely to learn about job openings at the firm and do not experience lower hiring likelihoods than male applicants. Instead, gender differences in revealed preferences for leading a team account for women's lower propensities to apply for first-level leadership positions. Women who rise to the first leadership level are not less likely than men to apply to or to receive subsequent promotions, rejecting the common notion that a glass ceiling at higher-level leadership positions is the key barrier to gender equality.

Selected Work in Progress
Wage Posting vs. Wage Bargaining: Evidence from Linked Survey-Administrative Data (with Sydnee Caldwell and Jörg Heining)