Another ‘Glass Ceiling’?: The Experiences of Women Professionals and Managers on International Assignments

Abstract

The last fifteen years have seen an exponential growth in research on women professionals and managers in organizations. However, much less attention has been paid to the small but growing number of women who are embracing international careers. This paper describes some of the main findings of a two-year longitudinal study of the experiences of 92 women expatriates in a variety of UK-based companies. The results show that while there are a growing number of women opting for international assignments (IAs), they are overwhelmingly concentrated in junior and middle management positions, have less options in terms of the countries to which they can be posted and are handicapped by cultural prejudices about 'proper' gender roles in some countries. The reasons for these problems are explored and some suggestions are made for improving international opportunities for women employees in the future.

Women Expatriate Leaders: How Leadership Behaviors Can Reduce Gender Barriers

“…The female expatriate experience has been referred to as the second layer of glass and the "expatriate glass ceiling", and responsibility has been placed on both multinational organizations and female managers to break this second glass ceiling (Forster, 1999;Insch et al, 2008). First, multinational organizations need to recognize the value of diversification and fully integrate women as eligible, qualified individuals to fill overseas assignments.…”

“…Although women have increased access to mid-to-senior level management positions, and the gender gap continues to narrow in the workforce, there remains a solid disparity between male and female expatriates overseas (Eagly & Carli, 2007). As a result, because of the limited number of females assigned overseas, expatriate assignments are referred to as the "second glass ceiling" for women leaders, because without these professional opportunities women may not have the experience necessary to compete with their male peers and move up the organizational ladder (Forster, 1999;Insch et al, 2008). While women have proven that they are equal to or more effective than their male counterparts in leadership positions (Eagly & Carli, 2007;Rosette & Tost, 2010) overseas' leadership opportunities remain infrequent.…”

Extreme Expatriation: The Effect of Location Factors and Masculine Environments on Women’s International Assignment Participation in Oil and Gas Exploration and Production

“…Long hours working also limits opportunities for building social relationships (Caligiuri and Lazarova 2002). Forster (1999) reports that women assignees have fewer options in terms of geographical destinations, with their assignments typically based in established Western destinations. Even in developed countries, where assignees are undertaking long-term expatriation, city-based office locations and organizational cultures may not be conducive to these women building friendships (Caligiuri and Lazarova 2002).…”

Women expatriates: A research history

“…For example, Forster's (1997Forster's ( , 1999) study (one of the very few longitudinal research studies of women's expatriation) indicates that single and married women without children have a higher chance of being selected than mothers but in any event women assignees' destination locations are restricted to established expatriate communities and cultures presumed receptive to them. moore's (2002) analysis of a large-scale catalyst survey suggests that stereotyping of women's lower international mobility disadvantages them in the selection process.…”