4 What do you think organisations should do to address dual-career and family
constraints to international mobility? Can an organisation implement a stan-
dardised global policy in this area? How might an organisation identify and
address differing socio-cultural norms concerning men and women’s roles in its
countries of operation?
7 FURTHER READING
- • Adler, N. (2002) ‘Global Managers: No Longer Men Alone’,International Journal of
Human Resource Management, 13(5): 743–760.
This paper updates Adler’s earlier (1987) work on how different models of diversity in organi-
sations affect the participation rates of women in international management. Four approaches
are outlined, with the most beneficial being seen as the ‘leveraging differences’ philosophy.
From this perspective, the organisation values the unique contributions of both men and
women and believes in positive synergies. - • Caligiuri, P.M. and Cascio, W.F. (1998) ‘Can We Send Her There? Maximizing the
Success of Western Women on Global Assignments’,Journal of World Business,
33(4): 394–416.
This is a practical article which examines the factors affecting the performance of Western
women on global assignments. The authors identify four categories of causal agents that affect
female expatriates’ success: their individual characteristics, their organisations, their families
and the host nationals with whom they work. Each category is subdivided into key factors. Each
factor is accompanied with a strategy for multinational organisations to maximise the likelihood
of success of their female expatriates. - • Caligiuri, P. and Lazarova, M. (2002) ‘A Model for the Influence of Social Interaction
and Social Support on Female Expatriates’ Cross-cultural Adjustment’,International
Journal of Human Resource Management, 13(5): 761–772.
This article looks at an under-researched topic, namely, the way in which female expatriates can
develop and use relationships to assist with cross-cultural adjustment. The model developed in
the paper includes three predictive components affecting cross-cultural adjustment. The first
includes the factors affecting whether a woman is able to form relationships on the expatriate
assignment. The second component includes the various sources of social interaction and social
support. The third describes the nature of a female expatriate’s social interaction and social sup-
port. The article also gives practical hints to organisations to help women adjust. - • Harris, H. (2002) ‘Think International Manager, Think Male: Why Are women not
Selected for International Assignments? Thunderbird International Review, 44(2):
175–203.
This article summarises research to date on women in international management. It notes that
explanations for this phenomenon have centred on women’s personal characteristics,
home/family circumstances, organisational support and host country nationals’ attitudes. This
study examines the status of women in international management from a United Kingdom
Women’s Role in International Management 379