Many firms commonly place expatriate women in positions abroad, yet know little about the women’s job adjustment and performance. The authors have studied in depth the factors that help and hinder foreign women in one particularly difficult environment — Japan — and found that, while women can be successful and bring some advantages to the assignment, they face special challenges. Based on the findings from their study, the authors suggest how firms can increase the effectiveness of foreign women in assignments abroad.
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4. For a fuller description of the study and methodology, see:
N. Napier and S. Taylor, Western Women Working in Japan: Breaking Corporate Barriers (Westport, Connecticut: Quorum Press, 1995); or
S. Taylor and N. Napier, “Successful Women Expatriates: The Case of Japan,” Journal of International Management, forthcoming.
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S. Black and H. Gregersen, “Antecedents to Cross-Cultural Adjustment for Expatriates in the Pacific Rim,” Human Relations, volume 44, number 5, 1991, pp. 497–515.
7. Black et al. (1992); and
J. Lublin and C. Smith, “Management: U.S. Companies Struggle with Scarcity of Executives to Run Outposts in China,” Wall Street Journal, 23 August 1994, p. B1.
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Black et al. (1992); and
R. Tung, The New Expatriates: Managing Human Resources Abroad (New York: Ballinger, 1988).
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15. S. Black, “A Tale of Three Countries” (Miami, Florida: paper presented at the Academy of Management annual meeting, August 1991).