Purpose-Gender diversity and equality vary tremendously among countries. This is a particular challenge for foreign subsidiaries, when the level of gender diversity and equality differs between the home and host country. This study investigates how executives leading Scandinavian subsidiaries in Japan perceive gender equality in the host country, and whether and what kind of actions they take to initiate change. Design/methodology/approach-This study is based on a qualitative analysis of 20 in-depth interviews with executives of Scandinavian subsidiaries in Japan. Findings-Findings reveal that executives of Scandinavian subsidiaries respond to the differences in gender equality between Scandinavia and Japan with three strategies of change: resistance and rigid change, compromise and moderate change, and adaptation and maintaining. Moreover, the findings indicate that the strategy of change varies depending on individual differences of the executives, e.g., nationality, and organizational differences, e.g., subsidiary size. Research limitations-Due to our small sample size, the generalizability of our findings is limited. Given the paucity of research on this topic, this approach provides first insights for building a basis for future studies. Originality/value-This study contributes to the scarce literature on gender diversity and equality in MNEs by identifying strategies of how top managers foster gender diversity and equality in a foreign non-Western context.