Journal of Business Ethics 83 (1):19-28 (2008)

Abstract
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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DOI 10.1007/s10551-007-9649-0
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