Women in Multinational Corporations: Old Myths, New Constructions and Some Deconstruction

Abstract

When compared with domestic business operations, multinational corporations include fewer women at managerial levels in their foreign subsidiaries. Debates have ensued regarding whether women's absences from these positions are due to lack of the particular managerial abilities required for international assignments. In this article we argue that too much has been assumed about the sociopsychological requirements for international management, both for men and women. Through critical re-analyses of data from a previous study we contend that understanding `women's advantages/disadvantages' in international management requires understanding women's structural positions in the First World-Third World political economy.