The expatriate glass ceiling: The second layer of glass [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 83 (1):19 - 28 (2008)
The corporate glass ceiling continues to be a challenge for many organizations. However, women executives may be facing a second pane of obstruction – an expatriate glass ceiling – that prevents them from receiving the foreign management assignments and experience that is becoming increasing critical for promotion to upper management. The responsibility to break the expatriate glass ceiling lies with both female managers and the multinational corporations that utilize expatriates. In this paper, we propose pre-assignment, on-assignment, and post-assignment strategies for breaking the expatriate glass ceiling.
|Keywords||expatriate glass ceiling women executives multinational corporations|
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References found in this work BETA
Jan Selmer & Alicia S. M. Leung (2003). Are Corporate Career Development Activities Les Available to Female Than to Male Expatriates? Journal of Business Ethics 43 (1-2):125 - 136.
Catherine Kirchmeyer (2002). Gender Differences in Managerial Careers: Yesterday, Today, and Tomorrow. [REVIEW] Journal of Business Ethics 37 (1):5 - 24.
Joy A. Schneer & Frieda Reitman (2002). Managerial Life Without a Wife: Family Structure and Managerial Career Success. [REVIEW] Journal of Business Ethics 37 (1):25 - 38.
Citations of this work BETA
Phyllis Tharenou (2010). Women's Self-Initiated Expatriation as a Career Option and Its Ethical Issues. Journal of Business Ethics 95 (1):73 - 88.
Victor Oltra, Jaime Bonache & Chris Brewster (2013). A New Framework for Understanding Inequalities Between Expatriates and Host Country Nationals. Journal of Business Ethics 115 (2):291-310.
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