Female International Managers Research Articles

Lament of the ignored expatriate

PurposeThe purpose of this paper is to investigate the relationship between gender and the individual and social aspects of expatriate work, emphasising how issues external to the organisation impact on the experience of female expatriates.Design/methodology/approachIn total, 102 male respondents and 44 female respondents were surveyed in order to test the perceived organisational support, career satisfaction, and expatriate social support.FindingsSignificant gender‐related differences were identified in all three areas with notable contradiction in the perception and practice of how multinational corporations (MNCs) manage their expatriates. While earlier research suggested that organisations perceived their treatment of female expatriates to be equivalent to that of men, the results indicate that female international managers do not perceive equal treatment on international assignments.Research limitations/implicationsAlthough based on a smaller sample than other international studies, the gender breakdown was sufficient for moderated regression testing.Practical implicationsAs the expatriate social support construct is largely exploratory in nature, future research could examine the effect of perceived expatriate social support on other related workplace behaviours, both domestically and internationally, including work‐life balance and diversity management.Originality/valueWhile other studies have provided a rich descriptive picture of the gendered nature of expatriation, little research has attempted to quantify the reasons behind the phenomenon. This paper addresses this gap in the literature through exploration of the issues, which impact upon the experience of female expatriates in foreign MNCs in China.

The repatriation of female international managers

This paper focuses on the repatriation of senior female international managers in western Europe and establishes that the repatriation phase of the international career move may be even more stressful than expatriation. It is argued that female international managers may experience more difficulties than their male counterparts because of their pioneering roles. Finally, the paper identifies that home‐based mentors and access to networks while abroad are important factors in contributing to the successful repatriation of international managers.

Senior female international managers: empirical evidence from Western Europe

This paper is an assessment of the international career transitions made by senior female managers in Western Europe. The perspective explored is that of currently employed senior female managers in a wide range of companies, who have made at least one international career move. The article is based on data collected from interviews with fifty senior female international managers. The voices of the female managers illustrate difficulties they encounter in a 'man's world', and confirm that there is still much improvement to be made in order to accommodate and entice more women to senior management assignments. The study, for the first time, assesses an exclusively senior sample of female international managers in Western Europe. Previous studies have established that, throughout Europe, women's promotion into senior domestic management positions has been very slow, despite legislative changes, including the European Union's social protocol, to enforce issues related to equal opportunity such as equal pay and measures against sex discrimination (Davidson and Cooper, 1993). This article examines a number of explanations from the relevant literature and analyses the empirical data collected from the fifty interviewees in order to develop an understanding of senior female international career progressions in Europe. From the data, a model of the typical senior female international path was developed (Linehan, 2000). This research is particularly relevant, as existing European studies have not specifically addressed issues pertaining to senior female international managers.

Repatriation of European female corporate executives: an empirical study

The increased internationalization of business in recent years has made the understanding of international human resource management problems more important for executives in multinational companies. In recent years, researchers have paid considerable attention to the issues of adjustment of managers to international assignments. Interestingly, comparatively little research has been undertaken on the topic of repatriation, i.e. re-entry and readjustment of international managers and their families to their home countries. Despite the growth of women in international management there are very few studies that document the repatriation experiences of female international managers. In particular, very few studies have been conducted outside North America on the topic of repatriation of female corporate executives. This paper reports on the experiences of re-entry to home organizations and home countries by an exclusively senior sample of female international managers in Western Europe. Based on extensive empirical research, the findings establish that the repatriation phase of the international career move may be even more stressful than expatriation. The findings also establish that female international managers experience more difficulties than their male counterparts because of their pioneering roles. Finally, the paper suggests that home-based mentors and access to networks while abroad are important factors in contributing to the successful repatriation of international managers. The research findings make a theoretical contribution, not only to the analysis of gender and international human resource management but, also, to wider debates within the contemporary women in management and career theory literatures.

Networking for female managers’ career development

In recent years there has been an increase in the number of women pursuing managerial careers. Previous studies have established that, throughout Europe, women’s advancement to senior domestic management positions has been very slow, despite legislative changes, including the European Union’s social protocol, to enforce issues related to equal opportunity such as equal pay and sex discrimination. The number of women managers pursuing international management careers, however, remains considerably lower than the number in domestic management. Previous research has established that only 3 percent of women are international managers. The data presented in this paper assert that female managers who are not part of an organisational support network experience even further career disadvantages. Based on an extensive empirical research study conducted with senior female international managers, the paper highlights the role which organisational networks have on the career development of female managers.

Selection, training, and development for female international executives

This paper focuses on selecting, training and developing female executives for international assignments. The perspective explored is that of currently employed senior female executives in a wide range of organisations in a number of European countries, who have made at least one international career move. The findings of the research illustrate an organisational bias against females in the selection process for international assignments, a severe shortage of pre‐departure training and very little organisational attention given to female career development. This research is particularly relevant as European empirical research has not been conducted with senior female international executives, presumably because of their relative scarcity. Empirical work with senior female international managers in Europe is now necessary in order to explain why international management is still generally reserved for the male manager. Finally, some strategies for internationalising female managers are presented.

Senior Female International Managers: Why so Few?

Senior Female International Managers: Why so Few?

Challenges for female international managers: evidence from Europe

Previous research has estimated that only 3 percent of international managers are women. From the limited extant research in international human resource management in Europe it is evident that female managers are not progressing to senior management positions at comparable rates to their male counterparts. This paper highlights the additional challenges (or barriers) that female managers are faced with in their career progression to international managerial positions. Based on extensive empirical research, the paper illustrates the barriers which the interviewees believe limit women’s international career opportunities. The paper also outlines the implications these barriers have for international human resource management in practice and makes some recommendations for future international human resource management policies.

Barriers to women’s participation in international management

From the extant research in international human resource management it is evident that women are not progressing to senior international management positions at comparable rates to their male counterparts. Previous research has estimated that only 3 percent of expatriate managers are women. This paper argues that female international managers have to overcome many additional overt and covert barriers before being developed for international assignments. Based on an extensive empirical research study conducted with senior female international managers in a European context, the paper highlights a number of the barriers which the interviewees believed limit women’s international career opportunities. The paper also highlights the implications of these barriers for international human resource management policies and practices.

Work–Family Conflict and the Senior Female International Manager

The particular focus of this paper is on the workÐfamily conflict experienced by senior female international managers within a European context. This research is particularly relevant as existing European studies have not specifically addressed issues pertaining to the senior female international manager. For the purpose of this study 50 senior female expatriate managers were interviewed, representing a wide diversity of industry and service sectors. The study establishes that work–family conflict still prevents many female managers from progressing to senior management. The results of the study show that the senior international career move has largely been developed along a linear male model of career progression, a development which, together with gender disparity both in organizations and family responsibilities, frequently prevents women employees from reaching senior managerial positions. The study extends work primarily in the international human resource management literature, while also contributing to the research literatures on women in management and career theory.

Beyond the traditional linear view of international managerial careers: a new model of the senior female career in an international context

The focus of this paper is on the senior female international managerial career move in Europe. The study assesses an exclusively senior sample of 50 female managers who have made at least one international career move. It has taken as its starting point the unique perspectives and experiences of these senior female international managers. From their different perspectives and experiences, different assumptions about women in international management and female life‐style choices are arrived at. This study of senior females in international management makes a theoretical contribution to the analysis of gender and international human resource management, and to wider debates within the contemporary women in management and career theory literatures. The aims of the study were to develop an understanding of the senior female international career move in a European context in order to more fully understand both the covert and overt barriers that may limit women’s international career opportunities.

Mentoring relationships and the female managerial career

Mentoring relationships may be important for female managers seeking career advancement in both domestic and international management. The relative scarcity of mentoring relationships for female managers, particularly outside the USA, raises certain questions. This paper reviews some of the current literature on mentoring in order to highlight the barriers faced by female managers in developing mentoring relationships. In particular, the paper presents the results of empirical research in relation to mentoring conducted with senior female international managers in Europe. The findings suggest that mentoring relationships may be even more important for the career successes of female international managers in comparison to female managers employed in their home‐country organisations. Gender differences in mentoring relationships are also discussed. Finally, some implications for practice and an agenda for further research are presented.

Senior female international managers: breaking the glass border

The experience of women in international management – especially within a European context – has received little attention in the international human resource management literature. In particular, there is a dearth of empirical research which details the role and career moves of the senior female international manager. The particular focus of this paper is on the senior female international managerial career move in Europe. A total of 50 senior female expatriate managers were interviewed, representing a wide range of industry and service sectors. The article highlights a number of covert and overt barriers which the interviewees believed limit women’s international career opportunities. The findings indicate that it is timely for organisations to face and address the difficulties female managers encounter in their progression to senior managerial positions in order to ensure that future opportunities for progression to senior management is equal to that of their male counterparts.

Recruiting and developing female managers for international assignments

One of the most significant features of the global labour market in the last half of the twentieth century has been the increasing labour force participation rate of women. It is evident from the extant research that women are not progressing to senior international management positions at comparable rates to their male counterparts. Previous research has estimated that only 3 percent of expatriate managers are women. This paper argues that female international managers have to overcome overt and covert barriers in their home organisations before being developed for international assignments. Based on an extensive empirical research study conducted with senior female international managers in a European context, the findings suggest that organisations may have to review their organisational policies in relation to the recruitment, selection, training and development of international managers if they want to have “the best” people to represent their companies overseas.

WOMEN IN INTERNATIONAL MANAGEMENT: OPPORTUNITY OR THREAT?

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?