Research Handbook on Women in International Management
Show Less

Research Handbook on Women in International Management

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.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 5: Career and family expectations of women in international management: A view across generations

Miriam Moeller, Nancy Napier and Rebekah McGourty


The tendency to continue classifying women predominantly as "stay at home moms", "housewives", and "homemakers" is still very much intact, despite recent integration of female managers into the global workforce (Adler, 1984; Forster, 1999; Slaughter, 2012; Sools, Van Engen, and Baerveldt, 2007; Tharenou, 2010; Wellington, Kropf, and Gerkovich, 2003). The reality, however, is that the level and nature of women's work participation has changed dramatically since the 1950s. Participation in the workforce by women, for instance, has more than doubled for women in the age range of 25-64, according to the U.S. Department of Labor (BLS, 2012). On a global scale, the labour market has seen even more radical changes in terms of women's employment statistics as multinational firms need employees who are more globally savvy and capable and women are becoming a more available and capable demographic. Mercer Human Resource Consulting conducted a global survey of more than 100 multinational companies (MNCs) to find out about their practices of sending women employees on international assignments. The survey shows that Asia-Pacific firms sent 16 times more women employees on assignment in 2007 than in 2001 (Hansen, 2007). Further, over the years, organizations have adapted and facilitated changes in women's participation in the global workforce by allowing more job sharing, part-time employment, telecommuting, flexible time, and opportunities to interrupt work for child care and elder care (Heathfield, 2012; Hutchings, Lirio, and Metcalfe, 2012).

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.