Rice University research shows the harmful impact of myths regarding motherhood, education, and professional agency. Photo via Getty Images

Gender wage discrimination remains a stubborn problem in the United States. On average, women are paid only 80 cents for every dollar paid to non-Hispanic white men, and far greater gaps persist for Latina, Black, and Native American women. Despite progress in recent decades, we have a long way to go on this issue. At the current rate, pay inequity will persist until the distant year of 2152.

What keeps us from bridging the wage gap?

In a peer-reviewed commentary regarding research that examines workplace victim-blaming, Rice University professor Mikki Hebl and former Rice Ph.D. students Shannon Cheng, Abigail Corrington, Linnea Ng and Ivy Watson interrogate the role victim-blaming plays in perpetuating the gender wage gap. According to Hebl and her team, harmful myths regarding women’s relation to the workplace cloud our understanding of why the wage gap exists to begin with. To combat the problem, they say, we must first identify and debunk such misconceptions. And then, organizational leaders must take tangible steps to implement nondiscriminatory practices.

Here are a few of the victim-blaming myths Hebl and her team attribute to the persisting gender wage gap:

Myth: Motherhood drives women to leave the workforce.

This idea doesn’t hold up under scrutiny. In 44 percent of families, women are breadwinners, and 75 percent of single mothers are sole breadwinners. On top of workplace labor, women also spend more time on service-related activities than men and an average of 65 more minutes per day on childcare and household maintenance. Moreover, mothers often face forms of workplace discrimination that fathers simply do not. The more prominent causes of women’s decision to exit are unrelated to motherhood, such as limited career opportunities and unsatisfying work environments.

Myth: Women work in less lucrative professions.

There certainly are male and female-dominated industries. But this myth suggests that women willingly opt for lower-paying careers. It also implies that some professions do not have a problem with wage inequity. But the pay gap persists across professions, and at every level. Even in female-dominated professions, women are paid less than men who share the same level of experience.

Myth: Women don’t have as much education or experience as men, and they don’t ask for what they want.

Women now hold more college and graduate degrees than men, but they continue earning less. And as women and men gain career experience, the gender pay gap widens. Indeed, the gap is largest at the executive level. In terms of women’s experience with promotions and salary increases, stereotypes and gender biases make it challenging for them to secure equal pay for equal work. Men and women are both inclined to ask for what they want, but salary negotiations often do not yield the same results for women as for men.

Victim-blaming myths like these prevent us from making progress on the issue of pay inequity. We must actively debunk them. But just as importantly, researchers argue, company leaders must put energy and resources toward addressing the problem.

Beyond deflating misconceptions about women and work, how can we change the status quo? Based on research, Hebl and her team offer these actionable strategies and suggestions:

  • Identify and remove barriers to pay equity (e.g., hold focus groups with women in the organization).
  • Provide equal growth opportunities (e.g., offer equal access to mentorship).
  • Strive toward work/life balance (e.g., subsidize or create on-site childcare).
  • Ensure nondiscriminatory policies (e.g., publish compensation ranges).
  • Promote male allyship (e.g., men in positions of influence advocate for equity).

This final strategy stands out as perhaps the most intriguing. It seems obvious to implement nondiscriminatory policies like transparency about promotion criteria. Such policies are essential for bridging the wage gap and building a culture of trust.

But what role, according to research, do male allies play in effecting a major societal and organizational change? At the very least, men can help debunk the myths that Hebl et al. describe. But more importantly, research shows that men are more likely to support gender causes when championed by other men. Male allies have immense power in advancing the cause of gender equality, which means their involvement is not just welcome but essential in the pursuit to make one dollar for men equal one dollar for women.

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This article originally ran on Rice Business Wisdom and was based on research from Michelle "Mikki" Hebl, the Martha and Henry Malcolm Lovett Chair of Psychology at Rice University and a professor of management at Jones Graduate School of Business.

Academics have learned quickly that investigations based on data from online research agencies can have problems. Here are those problems and alternatives, according to Rice University researchers. Photo via Getty Images

Rice research: Revisiting the merits of nondigital data collecting

houston voices

Academics are learning quickly that investigations based on data from online research agencies have their drawbacks. Thousands of such studies are released every year – and if the data is compromised, so too are the studies themselves.

So it’s natural for researchers, and the managers who rely on their findings, to be concerned about potential problems with the samples they’re studying. Among them: participants who aren’t in the lab and researchers who can’t see who is taking their survey, what they are doing while answering questions or even if they are who they claim to be online. In the wake of a 2018 media piece about Amazon’s Mechanical Turks Service, “Bots on Amazon’s MTurk Are Ruining Psychology Studies,” one psychology professor even mused, “I wonder if this is the end of MTurk research?” (It wasn’t).

To tackle this problem, Rice Business professor Mikki Hebl joined colleagues Carlos Moreno and Christy Nittrouer of Rice University along with several other colleagues to highlight the value of other research methods. Four alternatives – field experiments, archival data, observations and big data – represent smart alternatives to overreliance on online surveys. These methods also have the advantage of challenging academics to venture outside of their laboratories and examine real people and real data in the real world.

Field experiments have been around for decades. But their value is hard to overestimate. Unlike online studies, field experiments enhance the role of context, especially in settings that are largely uncontrolled. It’s hard to fake a field experiment in order to create positive results since each one costs a considerable time and money.

And field experiments can yield real-life results with remarkable implications for society at large. Consider one experiment among 56 middle schools in New Jersey, which found that spreading anti-conflict norms was hugely successful in reducing the need for disciplinary action. Such studies have an impact well beyond what could be achieved with a simple online survey.

The best way to get started with a good field experiment, Hebl and her colleagues wrote, is for researchers to think about natural field settings to which they have access, either personally or by leveraging their networks. Then, researchers should think about starting with the variables critical for any given setting and which they would most like to manipulate to observe the outcome. When choosing variables, it’s helpful to start by thinking about what variable might have conditions leading to the greatest degree of behavior change if introduced into the setting.

Archival data is another excellent way to work around the limitations of online surveys, the researchers argue. These data get around some of the critical drawbacks of field research, including problems around how findings apply in a more general way. Archival data, especially in the form of state or national level data sets, provide information and insight into a large, diverse set of samples that are more representative of the general population than online studies.

Archival data can also help answer questions that are either longitudinal or multilevel in nature, which can be particularly tricky or even impossible to capture with data collected by any single research team. As people spend increasing amounts of time on social media, the internet also serves as a source of newer forms of archival data that can lend unique insights into individuals’ thoughts, attitudes, and behaviors over time.

With every passing year, technology becomes increasingly robust and adept at collecting massive amounts of data on an endless variety of human behavior. For the scientists who research social and personality psychology, the term “big data” refers not only to very large sets of data but also to the tools and techniques that are used to analyze it. The three defining properties of Big Data in this context include the speed of data processing and collection, the vast amount of data being analyzed and the sheer variety of data available.

By using big data, social scientists can generate research based on various conditions, as well as collect data in natural settings. Big data also offers the opportunity to consolidate information from huge and highly diverse stores of data. This technology has many applications, including psychological assessments and improving security in airports and other transportation hubs. In future research, Hebl and her team noted, researchers will likely leverage big data and its applications to detect our unconscious emotions.

Big data, archival information and field studies can all be used in conjunction with each other to maximize the fidelity of research. But researchers shouldn’t forget even more old-fashioned techniques, including the oldest: keen observation. With observation, there are often very few, if any, manipulations and the goal is simply to systematically record the way people behave.

Researchers – and the managers who make decisions based on their findings – should consider the advantages of old-style, often underused methodologies, Hebl and her colleagues argue. Moving beyond the college laboratory and digital data survey-collection platforms and into the real world offers some unparalleled advantages to science. For the managers whose stock prices may hinge on this science, it’s worth knowing – and understanding – how your all-important data was gathered.

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This article originally ran on Rice Business Wisdom and is based on research from Mikki Hebl, the Martha and Henry Malcolm Lovett Professor of psychology at Rice University, and Carlos Moreno and Christy Nittrouer, who are graduate students at Rice University. Additional researchers include Ho Kwan Cheung, Eden B. King, and Hannah Markellis of George Mason University.

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Fast-growing Houston real estate startup surges to No. 7 on Inc. 5000

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Houston-based Epique Realty has ridden the AI wave to rank among the Inc. 5000’s 10 fastest-growing private companies.

With three-year revenue growth of 23,210 percent, the AI-powered real estate brokerage appears at No. 7 on this year’s Inc. 5000 list. The 2026 list ranks private companies based on percentage revenue growth from 2022 to 2025.

Epique, founded in 2021, also ranks as the No. 1 fastest-growing company in Houston, No. 1 fastest-growing real estate company in the U.S., and No. 2 fastest-growing company in Texas.

Epique’s annual revenue surpasses $91 million

Between 2022 and 2025, the company’s annual revenue skyrocketed from $391,654 to more than $91.2 million. In 2025, the brokerage closed more than 23,000 deals and surpassed $7 billion in total sales, elevating Epique to the country’s 14th-largest real estate brokerage as measured by volume.

Epique’s network has more than 4,000 agents.

“To debut in the top 10 of the Inc. 5000 is absolute proof that when you relentlessly put agents first, exponential growth takes care of itself,” co-founder and CEO Joshua Miller said in a news release.

“We didn’t achieve this by following the industry playbook; we achieved this by burning it,” Miller added. “By fully funding our agents’ success through free health care, proprietary AI, and world-class leads, we’ve built a company where agents can finally thrive.”

The company’s other co-founders are Chris Miller, chief operating officer and vice president of expansion, and Janice Delci, chief financial officer.

Epique expands business to Canada, Mexico, Australia

The Millers and Delci have guided the company’s rapid expansion.

“Scaling our corporate support team to match [our] hyper-growth while seamlessly expanding across all 50 states and internationally to Canada, Australia, and Mexico takes an incomparable operational infrastructure,” Miller said.

“We have built an enterprise-grade technology ecosystem that allows us to absorb overhead and empower our agents at lightning speed,” he added. “This ranking validates that our disruptive model is working, and it is completely redefining the global industry standard.”

Epique launched its platform in 2023, touting itself as the industry’s first AI-powered brokerage. The startup’s platform provides AI tools for real estate agents to improve their marketing, streamline content creation, and boost engagement with clients and prospects.

Among Epique’s AI tools are:

  • ChatGPT for generation of property descriptions
  • AI-assisted creation of blog posts and agents’ bios
  • Production of Instagram quotes for social media marketing

“When we started Epique, we wanted to build a company that genuinely cared for its agents’ financial and physical well-being,” Delci says. “To see that vision translate into this level of historic record-breaking growth is a beautiful testament to the true power of radical generosity.”

Epique and fellow honorees will be recognized Oct. 14-16 at the 2026 Inc. 5000 Conference & Gala in Dallas.

Six other Houston-area companies land in top 250

Here are the six other Houston-area companies that claimed spots in the top 250 on the Inc. 5000 list. Each company name is followed by its ranking, headquarters city, and three-year growth rate.

  • No. 27 Empact Technologies, 8,275 percent
  • No. 60 Action1, 4,512 percent
  • No 75 Signs By G, 3,684 percent
  • No. 79 The ’Pause Life, 3,469 percent (Galveston)
  • No. 110 Turtlebox Audio, 2,576 percent
  • No. 178 Dahnani Private Equity Group, 1,904 percent (Stafford)

How did companies in Texas’ other major metros fare?

Here’s a breakdown of companies in the Austin, Dallas-Fort Worth, and San Antonio areas that made the top 250 on the Inc. 5000. Again, each company name is followed by its ranking, headquarters city, and three-year growth rate.

Austin (10 companies)

  • No. 9 Investment Watches, 15,741 percent
  • No. 72 Razor Metrics, 3,856 percent
  • No. 91 Autonomize AI, 2,921 percent
  • No. 102 Choose Your Horizon, 2,719 percent
  • No. 132 Wander Staffing, 2,296 percent
  • No. 144 Everyday Dose, 2,179 percent
  • No. 148 NetRise, 2,118 percent
  • No. 163 Nutrabound Labs, 1,999 percent (Bastrop)
  • No. 179 Steadily, 1,890 percent
  • No. 208 Tiny Health, 1,624 percent

Dallas-Fort Worth (11 companies)

  • No. 3 Yantran, 258,740 percent (Allen)
  • No. 12 Paek Management Group, 12,520 percent (Irving)
  • No. 82 Elite Robotics and Automation, 3,334 percent (Fort Worth)
  • No. 133 Outamation, 2,291 percent (Southlake)
  • No. 147 Red Creek Solutions, 2,119 percent (Frisco)
  • No. 155 JobTread Software, 2,071 percent (Dallas)
  • No. 164 DAX Eyewear, 1,977 percent (Nevada)
  • No. 186 Optimized Waste Removal, 1,830 percent (Fort Worth)
  • No. 204 Freight Flex, 1,642 percent (Denton)
  • No. 212 Maverick Power, 1,591 percent (McKinney)
  • No. 229 Innovative Life Sciences, 1,494 percent (McKinney)

San Antonio (one company)

  • No. 118 Hire With Near, 2,421 percent

Amazon to expand Prime Air drone delivery to almost 500 U.S. cities

In the air

https://sanantonio.culturemap.com/news/city-life/prime-air-expands-service-texas/By the end of the year, more Texans may be able to get ultrafast deliveries through Amazon’s Prime Air drone delivery service. On Wednesday, August 19, the company announced plans to majorly expand drone delivery to nearly 500 cities in the U.S., a sixfold increase from its current footprint.

Although Amazon did not reveal the cities it is targeting for the expansion, it almost certainly will include Texas. The state, which ranks among the biggest states for ecommerce activity, is currently home to four of the nation’s 11 Prime Air sites, including the Houston suburb of Richmond, as well as San Antonio, Waco, and Richardson (near Dallas).

For drone deliveries, the company tends to target areas unencumbered by skyscrapers and major airports. Each facility covers a delivery area of approximately 175 square miles.

Prime Air deliveries must be five pounds or less and fit into a large shoebox. Still, Amazon says more than 60 percent of its most ordered items are eligible. The list includes groceries, cosmetics, medications, clothing, and small electronics like Apple AirPods and Ring doorbells. More fragile items — like eggs — are not available through the service.

Orders arrive as quickly as 30 minutes, with most packages dropped around 60 minutes after checkout. Prime members will enjoy free delivery on orders $50 or more and a $2.99 fee for orders under $50. Non-members pay $4.99.

Amazon drone delivery Photo courtesy of Amazon

According to Amazon, customers should have little worries about orders being damaged or drones being entangled in trees. Shoppers see and confirm their delivery point when placing their first drone delivery order and can select a new area at any time.

Amazon also sends a notification to customers if there is no safe delivery space and does not fly at night or under severe weather conditions. The retail giant says noise is minimal with sound levels similar to idling delivery trucks.

Georgia, Ohio, Illinois, Idaho, and New York are the first states on the expansion plan. All future sites will be subject to regulatory hurdles like zoning changes, but the company is confident it will be serving tens of millions of new customers by year-end.

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This article originally appeared on CultureMap.com.

Telsa targets Houston area for new $10 billion manufacturing plant

Project Sun City

Electric vehicle and clean energy company Tesla is considering building a new $10.1 billion solar cell manufacturing facility in Fort Bend County, according to documents filed with the Texas Comptroller’s Office.

If approved, the plant, called Project Sun City, would be located on a 3,050-acre site off FM 762 and FM 1994 in Richmond, Texas. Tesla aims to finish construction in 2028, with the plant being operational by early 2029.

The plant will manufacture photovoltaic (PV) solar cells and modules that can convert sunlight into electricity. PV Magazine reports that the facility is "the largest single manufacturing investment Tesla has proposed on paper."

Advisory and consulting firm Kroll submitted the documents to the Texas Comptroller of Public Accounts and noted if an agreement regarding tax incentives isn't reached, the project will exit Texas.

Tesla has requested credits under the Jobs, Energy, Technology, and Innovation (JETI) Act. The incentive program aims to attract large, capital-intensive economic development projects by lowering the property taxes an entity must pay over 10 years if it meets requirements related to job creation and investment. For example, pharmaceutical giant Bristol Myers Squibb Co. recently announced that its forthcoming $2.3 billion Houston-area manufacturing site is a qualified project under the JETI program.

Kroll predicts that the facility would create 9,712 new full-time jobs, over 1,100 construction jobs and billions of dollars in future property tax revenue, the documents show. Additionally, it says the project will spur $1.1 billion in local business expenditures and that Texas would increase its GDP by approximately $107 billion as a result of the project activities.

Tesla opened its $200 million Megafactory in Brookshire, Texas, last year. The company is continuing its goal to deploy 100 gigawatts of solar manufacturing in the U.S before the end of 2028. According to the U.S. Energy Information Administration, 100 gigawatts is equal to about 8 percent of the country's power grid capacity.

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This article originally appeared on EnergyCapitalHTX.com.