@inbook{10.2307/j.ctt7rtk7.12,
 ISBN = {9780691154510},
 URL = {http://www.jstor.org/stable/j.ctt7rtk7.12},
 abstract = {One group of analysts reliably maintained their star rankings even after changing employers: women. Unlike their male counterparts, female who changed employers performed just as well as those who stayed put.In our interviews, we found two overarching explanations for women’s portability. First, the best female analysts appeared to have built their franchises on external relationships with clients and the companies they covered, rather than on relationships within their firms. By contrast, male stars built up more firm-and team-specific human capital, investing more in the internal networks and unique resources of the firms where they worked.¹ Hence, in the course},
 bookauthor = {BORIS GROYSBERG},
 booktitle = {Chasing Stars: The Myth of Talent and the Portability of Performance},
 pages = {163--194},
 publisher = {Princeton University Press},
 title = {Women and Portability: Why Is Women’s Performance More Portable than Men’s?},
 year = {2010}
}