A business skills training program for female microfinance clients in Peru had little effect improving business performance and did not increase women’s decision making power at home.

While generally women are more risk averse than men, when women have even small amount of income, they are more willing to take future risks. Instead, men increase their risk-taking after winning, even if the odds do not favor them subsequently.

When an employer clearly states that employees can negotiate their salaries, the gender gap in job applications and negotiation closes.

When a woman is the only female in a high-prestige work group, she is unlikely to recruit another woman to her team for fear of being outperformed or undervalued, however, she is just as likely to recruit another woman when the high-prestige work group is already majority female.

Lowering the barriers to education by providing free school uniforms lowered girls’ and boys’ dropout rates, reduced teen pregnancy within marriage, and decreased teen marriage rates.

Providing information about male and female employees’ individual contributions to a group task, or information about female employees’ competence in previous tasks, reduces negative assessments about women’s contribution to group work.

Women who initiate negotiations in the workplace are more likely to be penalized than their male counterparts.

Kenyan women are more likely to contribute funds to the greater public good in environments absent of gender and ethnic diversity.

Mandating female participation in local governance increases female mobility and involvement in village councils, but does not affect overall perceptions of the role of women in society.

Women are less competitive than men in patriarchal societies, but this result reverses in matrilineal societies, where women are more competitive than men.