This essay analyzes the evolution of female expatriates in Western multinational corporations in the recent years and confronts the issues of gender stereotyping, discrimination and family responsibility.
The small number of women on global assignments is disconcerting, given that the researches suggest female expatriates are quite successful (Adler, 1984b, 1986, 1994; Caligiuri and Tung, 1999; Napier and Taylor, 1995; Taylor and Napier, 1996).
Despite a slight evolution, why are women expatriates under represented?
This paper summarizes the key findings of researches that analyzed expatriation of Western women managers from a career theory perspective. Diverse theories draw a theoretical framework to elucidate the relationship between gender, culture and career. The meanings Western women managers attribute to their career path and expatriate experience are explored by using interviews that were available on the internet.
[...] (Rueyling Tzeng, 2006) In some countries, women who work are still regarded with scepticism, even criticism. It is not easy for the woman to integrate in a workplace and the issues of authority and hierarchy in the workplace are raised. But some other countries, where traditions are more pragmatic, judge on the skills before stigmatizing on the sex of the co-worker. Nevertheless, certain industries are less inclined to accept a feminine presence whereas others consider it positively, as a normal evolution of the company. [...]
[...] Moreover, Caligiuri and Tung (1999) compared male and female expatriates on three criteria of success: retention, adjustment and supervisor-rated performance. Their results also suggest that men and women do not differ on their desire to terminate their global assignments. (Journal of Human Resource Management 13:5 August 2002 771-772) However, a survey (Babita Mathur, October 2001) points out that international jobs are assigned to those individuals who are exceptionally qualified, irrespective of one's gender or race; therefore, being a female should not restrict them. [...]
[...] So, one of the reasons for the decreasing number of female expatriates could be connected to the fact that it seems more difficult, both culturally and financially, for a man to follow his wife in her professional life. I know a couple in my company, they both wanted to pursue overseas careers. Their marriage didn't work out because they were both so incredibly ambitious. (Female expatriate in Western Multinational Corporation in Taiwan, 2006) As a matter of fact, the main obstacle in expatriation is the spouse. [...]
[...] (Rueyling Tzeng, 2006) Cultural and environmental issues Caligiuri and Lazarova's conceptual piece highlights the host country's role in the successful adjustment for the work of female expatriates. Adler's (1994) supported this evidence that expatriate women are judged more by a host country's ‘foreigner' standards than ‘female' standards. She assumes that the ethnic backgrounds of female expatriates are uniformly different from that of nationals in the host country. According to the interviewees' comments, ethnic origin plays an important role in the way female expatriates are treated. [...]
[...] (Sully Taylor, Nancy Knox Napier and Wolfgang Mayrhofer, August 2002) In the coming years, we can expect a growth in the number of women expatriates as a result of the growing recognition of women overseas and above all due to the younger generation of women managers who are more assertive and career minded than ever before (Simpson and Altman, 2000). References Adler, (1984a) `Women Do Not Want International Careers: And Other Myths about International Management'. Adler, (1984b) `Expecting International Success: Female Managers Overseas'. [...]
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