Abstract
Reviews the literature on the issues confronting female international managers. Considers first the changing role of management, international selection procedures and career development issues. Secondly, examines barriers to women in management within home country environments, showing how phenomena such as occupational segregation and perceptual differences can affect women′s opportunities for entry into international assignments. Specific factors operating at international level include host country cultural sanctions and dual career problems. Recent research evidence, however, questions the assumption that women are unsuited to international management by stressing women′s superior interpersonal skills and increased visibility as significant advantages. In addition, a new commitment to resolving dual‐career issues is apparent as a result of an increasing reluctance to move by potential male expatriates. Is the problem, therefore, more a case of home country corporate culture determining access to, and subsequent success in, international assignments for women?
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