Women are underrepresented in managerial positions and company international assignments, in part due to gender discrimination. There is a lack of fair and just treatment of women in selection, assignment and promotion processes, as well as a lack of virtue shown by business leaders in not upholding the principle of assigning comparable women and men equally to positions in management and postings abroad. Female professionals, however, initiate their own expatriation more often than they are assigned abroad by their company, and (...) usually as often as men self-expatriate. What causes women to self-initiate expatriation? Women’s proactivity, in part an attempt to redress the disadvantage they face in managerial career advancement, appears influential, as are career and family motivations. Indeed, during expatriation, women fare well in their career and they repatriate only at the same rate as men. Compared with men, however, women repatriate less often for career than for family reasons. On their return, despite their international experience, women do not gain as much of a financial return on their investment in self-expatriation as do men, suggesting that women may suffer unfair, non-meritorious treatment at home. Overall, self-initiated expatriation provides a new, gendered, social context for researching women’s career advancement. The ethical issues associated with women’s self-expatriation – a lack of fairness and justice in selection, assignment and promotion decisions, and a lack of virtue shown by business leaders in upholding fair and just human resource decisions by gender – suggest practical avenues to resolve these issues. (shrink)

An interdisciplinary theoretical framework is proposed for analysing justice in global working conditions. In addition to gender and race as popular criteria to identify disadvantaged groups in organizations, in multinational corporations (MNCs) local employees (i.e. host country nationals (HCNs) working in foreign subsidiaries) deserve special attention. Their working conditions are often substantially worse than those of expatriates (i.e. parent country nationals temporarily assigned to a foreign subsidiary). Although a number of reasons have been put forward to justify such inequalities—usually with (...) efficiency goals in mind—recent studies have used equity theory to question the extent to which they are perceived as fair by HCNs. However, since perceptual equity theory has limitations, this study develops an alternative and non-perceptual framework for analysing such inequalities. Employment discrimination theory and elements of Rawls’s ‘Theory of Justice’ are the theoretical pillars of this framework. This article discusses the advantages of this approach for MNCs and identifies some expatriation practices that are fair according to our non-perceptual justice standards, whilst also reasonably (if not highly) efficient. (shrink)