stereotyping (for example Futoran and Wyer, 1986; Heilman, 1983). Such studies
suggest that individual selectors will develop schemata of ideal ‘jobholders’ and
will use them as a yardstick against which all prospective candidates are measured
during the process of selection. The less specific the information concerning the
vacancy and/or the candidate, the more likely selectors are to use schemata and
stereotypes. Given the emphasis on ‘fit’ as a key determinant of selection decisions
in both the sociological and social psychological literature, the ‘gender-blindness’
of research into expatriate management represents a significant gap for any study
trying to assess the role of selection systems for international assignments on
women’s representation rates. Empirical survey results indicate that over 90% of
expatriates are male. Previous research has argued that occupations where there is
a predominance of one gender over the other can lead to gender-typed ‘job-
holder’ schemata in the minds of selectors (Perry et al., 1994).
The gender of expatriates is, however, rarely acknowledged as a signifi-
cant factor in the literature on expatriate selection. Descriptive and prescrip-
tive studies of the features of expatriation therefore tend to perpetuate the
profile of an expatriate manager as being male and married with a trailing
spouse. Discussions of appropriate selection, preparation and repatriation
systems subsequently tend to reflect both a lack of appreciation of gender-
related needs and a reluctance to acknowledge the possibility of alternatives
to the prevailing model. The ‘gender-blindness’ of the majority of research
into expatriate management is reflected in feminist discussions concerning
the patriarchal nature of organisations. They argue that the organisational
population has traditionally been predominantly male and that therefore the
holders of organisational power, in terms of shaping structures and beliefs,
have been almost exclusively male. The need to acknowledge this perspective
is critical as gender-role assumptions have been seen to be important com-
ponents of decisions about ‘fit’ (Alimo-Metcalfe, 1993, 1995; Rubin, 1997;
Webb, 1991).
Harris’ (1999, 2002) research into the lack of women in international man-
agement highlighted the role of the home country selection process as a critical
determinant of participation rates. Through an examination of the literature
and interviews with major UK-based international organisations, she developed
a typology of international manager selection systems (see Figure 14.2).
The implications of these variations in selection systems for international
assignments in relation to women’s participation are as follows:
- An open/formal system would see greater clarity and consistency in
thinking about international managers and a greater link with formal
criteria. This system was seen to provide the greatest opportunities for
women to be selected for international manager positions. - A closed/formal system was seen to be similar to an open/formal system.
However, the lack of personal contact with the candidate and the fact
374 International Human Resource Management