Competitive Frontiers: Women Managing across Borders

Abstract

Examines the underlying assumptions that companies make about the role of women in international management. Based on numerous studies, explodes some of the traditional myths about women expatriates: that they do not want to be international managers and that foreign prejudice against women renders them ineffective. However, another myth – that companies hesitate to send women abroad – is found to be true. Competitive advantage in transnationals can only come from a combination of an increased representation of women and a recognition of differences as complementary. Recommendations are given to companies and to future women expatriates.

Citation

Adler, N.J. (1994), "Competitive Frontiers: Women Managing across Borders", Journal of Management Development, Vol. 13 No. 2, pp. 24-41. https://doi.org/10.1108/02621719410050237