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Kate Hutchings and Snejina Michailova

Since the late 1970s a stream of research has engaged with the issue of women’s continued under-representation among expatriates. The existing research has debated whether there are country, organizational, and individual reasons why women are not selected for, do not accept, or do not initiate international career opportunities to the same extent as men. The primary focus of much of the research has been on Western women who are single or in dual career relationships and working in multinational corporations. In this chapter we: present a critique of the extant literature; outline the key themes that have attracted most scholarly attention; and offer suggestions for a more inclusive view of female expatriates. In particular, we see potential for future studies considering the diversity of females engaged in international work and careers, namely: women from developing countries; women in non-traditional family situations; and women working across industries and sectors.

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Snejina Michailova and Graham Hollinshead

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Kate Hutchings and Snejina Michailova

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Edited by Kate Hutchings and Snejina Michailova

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Edited by Kate Hutchings and Snejina Michailova

The Research Handbook on Women in International Management is a carefully designed collection of contributions that provides a thorough and nuanced discussion of how women engage in international management. It also offers important insights into emerging and new areas of research warranting future consideration.
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Michael J. Morley, Dana Minbaeva and Snejina Michailova

Many of the countries of Central & Eastern Europe (CEE) and the Former Soviet Union (FSU) have pursued aggressive development trajectories since the early 1990s with varying economic, political, and human resource management (HRM) outcomes. Arising from a review of nomothetic and idiographic studies on HRM in these countries, the authors landscape some key idiosyncratic features at play in the region and chart core aspects of the development of HRM. They question the extent to which ‘Western’ theories and ‘best practices’ can be applied to the territory, or whether there is evidence of a unique or hybrid approach to HRM emerging. They conclude that knowledge of HRM in the region remains exploratory at best, and encourage future empirical research.

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Michael J. Morley, Dana Minbaeva and Snejina Michailova