A research project on

Difficulties faced by Women Expatriates In India

Subject:

Cross-Culture Issues in International Business

Prepared by:

Amit Dodwani(03)

2010-12 PGP-IBM

Ahmedabad Management Association

Topic Page no.

1|Page
Introduction 3
Background 4
Problem Disscussion 5
Purpose 5

Literature Review 6

Article 8

Methodology 12
Research Purpose 12
Research Approach 12
Research Strategy 13
Data Collection 13
Sample Selection 13
Data Analysis 14
Conclusion 15

Questionnaire 16

Introduction

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 In recent years, business operations have become increasingly internationalized. This
phenomenon has resulted in a greater number of managers being sent abroad. In fact, it is
estimated that over 100,000 expatriates are relocated to work in the United States alone each
year. From the company’s perspective, the importance of a manager’s successful
performance overseas cannot be underestimated.

Nowadays, corporate earnings generated abroad account for more than 40% of
company revenues. As global operations become strategically more important, so does the
role of the managers in charge of these operations abroad. Now more than ever, there is a
need to hire the most qualified and talented managerial staff to occupy international job posts.

The growing internationalization of business operations has not been accompanied by

an equally proportionate number of male and females occupying global positions. In fact,
women continue to be grossly underrepresented in management positions abroad. In the late
1980’s, women occupied less than 3% of international management positions.

The situation seems to have improved at least moderately so in the past decade. A
study of 225 expatriates from a variety of countries revealed that 11% of the respondents
were female. More recently, Tung’s (1997) study of 409 U.S. expatriates found that 13.9% of
respondents Suplemento / Supplement were female. Despite these moderate improvements in
the number of women occupying managerial posts abroad, there still exists a significant lack
of female managers overseas.

Indeed, the poor representation of expatriate women managers stand in marked

contrast to the gains made by women in obtaining management positions in the domestic
arena. A recent study conducted by the Families and Work Institute, a New York nonprofit
consulting and research group, discovered that 39% of women in the U.S. hold executive,
administrative and managerial positions, up 12% from 1977.

The under-representation of women in international managerial positions is

significant in three important regards. First, it is highly unethical to exclude women from
consideration for international posts based on one’s own perception that they might not be
interested. Adler’s (1986) study of one thousand graduating MBA’s from top schools in the
U.S. proved that this perception is in fact erroneous. Her results indicated that male and
female MBA’s displayed equal interest in pursuing international careers.

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 As India is developing nation and has tremendous potential to grow, many MNCs are
trying their best to enter in Indian market. And hence many expatriates come in India these
days. They bring FDI into the nation, which is better to the nation. We should welcome it by
open hands. But indeed, there are many problems faced by foreign expatriate, who come long
way from their home to work in India. And especially women expatriate, in this research
project we are trying to trace that this problem do exist or not, and if yes to what extent. It is
really difficult to overcome the problems faced in new country, along with home-sickness.
With this research we will identify and try to provide solution for the same.

Background

International human resource management

MNCs operate in a complex and uncertain environment, which creates a unique set of
organisational, co-ordination and managerial issues for managers in MNCs and as a result the
significance of people management are becoming more and more realized by managers in
multinational firms, given that it may ensure profitability and capability of the business
operations to succeed.

The Role of Expatriates

Human resources play an important part in developing and sustaining competitive

advantage and expatriates are used in both short and long-term assignments. Expatriates are
defined as people who live and work away from their home country, and are citizens of the
counry where multinational corporations is headquartered. The tasks of the expatriates may
be to acquire and transfer technology, manage a foreign subsidiary, fill a staffing need,
maintaining communication and developglobal leadership competence.

The Expatriation Cycle

An important part of the IHRM approach is the decision of whether to use an

expatriate for international assignment or employ a local. If the decision is to send an
axpatriate, there are several steps that are significant and in need of discussion before the
expatriate is sent to his or her mission. The stages constitute cycle and are shown below.

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 Stategic
Planning

Repatriation Selection

Performance
Preparation
management

Problem Discussion

With the increasing no. of male and female expatriates coming in India, there is problem
faced by many of the women expatriates to settle in India because of vast cultural differences
in India and especially between western countries. Hence we shall identify what are problems
faced by women in India and try to find solution to the problem thereafter.

They are treated like celebrities and on the contrary they are teased. So we are trying to
identify the problems by random sampling of 5 samples of expatriates and to trace what sort
of problems they suffer on their living in India.

Purpose

To identify and acknowledge people about problems faced by expatriates in India currently.
And to make aware people of the consequences of harassing foreign expatriates.

Literature Review

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 It is a widely commented that the rapid pace of globalisation has led to increased
global activity and global competition. This global phenomenon has ultimately emphasized
the critical importance of international human resource management (IHRM) and its aim to
enable the Multinational company (MNC) to be successful on a global front as well as the
ever-rising importance of global assignments The literature reveals that within the globalizing
nature of our times, the very notion of an international assignment and international employee
is changing and expanding, to one that looks beyond the concept of a traditional expatriate
sent on assignment by their organisation, to a more diverse set of international employees.
Collings, Scullion and Morely, (2007) call for a more strategic approach to be taken when it
comes to staffing in the international context and they outline the new and old challenges of
using traditional expatriates and highlight the many alternatives to using them. The more
contemporary difficulties with using traditional expatriates can be seen with the emerging
markets; requirements for expatriates such as visas and permits; Career issues (dual-career) as
well as the impact that 9/11 has had on the international labour force (p 200).
Other areas of concern according to Collings et al (2007) are the limited participation
of women in international management, repatriation issues and weak international talent
management systems (p.200-202). The paradoxical nature of this is twofold; even though
there is a shortage of international managers there is still a shortage of women in international
management and these shortages exist despite the evidence in recent research that indicates
that female managers are successful in their global assignments (Tung, 2004). Given that the
success of women on global assignments has been highlighted, Janssens, Cappellen and
Zanoni (2006) point out that there continues to be a lack of research in this area and argue
that there should be more academic research conducted illustrating female success on a
global front.

Women expatriates in the Literature

Interest in women expatriates was initiated just over 20 years ago by Izraeli, Banai
and Zeira, (1980). This was soon followed with two studies by Adler (1984a, 1984b) who
sought to discredit myths about women and expatriation by assessing and illustrating the
desires of women to have international careers. Since these academic contributions, barring
research on the female spouse of an expatriate, there has been a number of works done on
women expatriates. These studies have included research on why there are so few women
expatriates as international managers as well as barriers to their participation, gender and

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personality differences between women and men as well as research considering the cross-
cultural adjustment of female expatriates and the success of female expatriates.
The literature revealed that addressing the issue of female expatriates and the disparity
in numbers between male and female expatriates is due to Multinational Companies (MNCs)
ignoring the need for flexibility in their Human Resources. Stroh and Caligiuiri (1998) point
out that managers of MNCs’ have recognised the need to be adaptable with their products,
finances, marketing and so on in order to compete effectively. However, it appears that, too
often they overlook the most critical aspect of business that needs to be adaptable and that is
their human resources. Linehan and Scullion (2001) draw attention to a number of studies
that have found that very few women are given the opportunity to progress in their careers
through international assignment.
Research conducted by Linehan and Scullion (2001) on senior female expatriate
managers across Europe, suggested that a main barrier for women in international assignment
is actually getting to senior management position in their home country first. In slight
contrast to Linehan and Scullion Vol. 3, No. 10 International Journal of Business and
Management (2001), Moore (2002) maintains that women are for the most part equally
represented across the middle management pool from which expatriates are selected from.
However, Kollinger (2005) convincingly argues that the reduce participation of
women on the international front is a gender-related problem not an assignment related one
and that in order to fill this gap, efforts need to be made to increase the numbers of female
managers and employees in general (p. 1256-1257). Hartl (2004, p. 40) asserts that the lack
of women expatriates is a reflection of a ‘domestic glass ceiling’ and not an indication of
their ineffectiveness on international assignments or their willingness to relocate.
These arguments bring to light the concept of the glass-ceiling and the struggles of
women in breaking through it (Linehan & Scullion, 2001) However, there is a sense of hope
in the optimistic assertion of Crowley-Henry & Weir (2007) that women and especially
international women are in fact breaking through the glass ceiling at a gradual and evolving
pace.
Although the majority of those sent on international assignment are male there are a
rising number of women entering the global management arena according to Selmer and
Leung (2003a). The figure is placed at 13 per cent by Moore (2002) with contemporary
statistics showing discrepancies in the percentage of women on expatriate assignment. The
2005 GMAC global relocation survey report places the figure at 23% and the 2005
PricewaterhouseCoopers key trends report the figure to be at around 10% and to be stable

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with little changes in the number of female expatriates over the last 10 years. It is useful to
point out that the figure Moore (2002) puts forward is more in line with the statistics
indicated by PWC (2005).
Other research illustrates a number of other reasons for the lack of female expatriate
managers, such as closed and informal selection systems that may be male-biased (Selmer &
Leung, 2003a) or limited networking opportunities of women in management (Linehan &
Scullion, 2001), compared with men who have more co-workers in their networks giving
them a professional advantage (Myers & Pringle, 2005), others such as Moore (2002) has
focused on the perceptions that prevail in the corporate world about the capability and
willingness of women to relocate for international assignment and the author challenges the
perception that womens’ inability to relocate is in most part due to issues associated with
dual-career couples.
The literature on female expatriation highlights that women are still a minority in
international management and are still under-represented in the mostly white male, North
American dominated research literature on expatriation (Napier & Taylor, 2002; Hartl, 2004;
Linehan & Scullion, 2001).
Cultural Adjustment
An employee who is sent to a foreign country on a long-term assignment, an
expatriate, will in most cases need time to adjust to the new circumstances. In many
cases the expatriate brings his or her spouse and children, and since the family will
live in the country just as long as the expatriate, the whole family will have to adjust
to the general environment and learn how to interact with host nationals. In addition,
the expatriate will also have to adjust to new work conditions.

The U-curve
The adjustment process can be divided into several steps, or phases, very often
displayed as a U-shaped curve (see Figure 1) where the expatriate first enjoys the
situation of being in an “exotic” culture, then realizes the degree of adjustment that is
necessary, before a slow adaptation takes place (Selmer et al., 1998; Selmer, 1999).
Oberg (1960) described the first of four phases as a period of fascination, where little
contact is taken with locals and only in a polite and gracious way. A very important
person would often be met with great respect and treated well, only getting the
opportunity to see the good sides of the new culture. This phase is often called the
“honeymoon phase” and only lasts until the individual starts to experience day-to-day
life (Oberg, 1960; Black & Gregersen, 1991b; Selmer, 1999). It is sometimes referred
to as the “tourist phase” (Selmer, 1999) or the “spectator phase” (Torbiörn, 1976, p.
155). Many circumstances affect the duration of this phase and it may last from only a
7

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couple of days or weeks to six months (Oberg, 1960), but the honeymoon phase
usually ends around two months after arrival (Black & Gregersen, 1991b).
The happy, fascinating and problem-free first period then makes a steep turn
downwards towards a culture shock, where the individual realizes the difficulties in
adjustment (Oberg, 1960). The reasons to why culture shock happens are many, but
they can be concluded as a combination of these factors: stress as a result of feeling
obliged to make many adjustments; a sense of loss in regard to friends, status or
possessions; rejection by (or against) people of the host country; confusion in selfidentity,
roles and expectations; surprise, anxiety and even disgust over cultural
differences; and feeling incapable of coping with the new environment (Selmer, 1999,
p. 517; Oberg, 1960).

Figure 1. The U-curve and the four phases of cultural adjustment (Black & Mendenhall, 1991, p. 227).
The culture shock phase is part of a normal process that a majority of all expatriates

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experience, even experienced expatriates who have been on many international
assignments before (Selmer, 1999). What may start as minor things in the day-to-day
life (e.g. trouble with school, transportation, language) may altogether evolve into
something that can cause symptoms as anxiety, irritability, feeling of helplessness and
a desire to depend on other long-termers from the same country (Oberg, 1960;
Selmer, 1999). Some people never leave the culture shock phase and stay hostile
towards the host nationals throughout the time of the assignment. Other people who
8
never learn to cope with the situation return home earlier or choose to only socialize
with other expatriates until it is time to go home (Selmer, 1999).
For the expatriates who decide to stay, a long period of adaptation can be expected,
usually referred to as the “adjustment phase” (Black & Mendenhall, 1991), the
“recovery stage” (Selmer, 1999) or the “conformist phase” (Selmer et al., 1998),
which constitutes the third phase. A good way to cope with the situation is to learn the
local language, or at least some of it (Oberg, 1960). Knowledge of the local language
does in most cases help the individual to understand “cultural codes” – norms in
behavior and social patterns that can be typical for a certain culture. The ignorance of
these cultural codes is often the reason for misinterpretations of signals and
expectations (Torbiörn, 1976, p. 59). Instead of complaining about the
misunderstandings and difficulties, in this phase it is not uncommon to start joking
about the people and the difficulties that arise due to the cultural differences (Oberg,
1960). Even though the adjustment process has started, a lot of the feelings and
experiences from the culture shock still remain, which makes it difficult to draw a
clear line between the two phases (Grove & Torbiörn, 1985).
The fourth phase, the “mastery stage”, or “completion phase”, happens when the
individual is so well adjusted that he or she can function effectively in the new
environment (Black & Mendenhall, 1991; Grove & Torbiörn, 1985, Oberg, 1960).
The individual’s cultural skills may develop further, but are at this stage sufficient to
function without a feeling of anxiety or discomfort (Oberg, 1960; Grove & Torbiörn,
1985). Therefore, Oberg (1960) reasons that there are in fact two types of complete
adjustment, one that is more complete than the other. Instead of just accepting the
local food, drinks, habits and customs, the expatriate may actually start to enjoy them.
When the assignment is finished, the expatriate may miss the culture and the people
so much that it will be a difficult time to readjust to the home country (Oberg, 1960).
Several variations of the U-curve exist. The U-curve has sometimes been criticized
for not taking the repatriation process into account, and therefore a W-shaped curve of
the whole process has been presented, extending the U-curve until after the expatriate
has returned to his or her home country (Selmer, 1999). A J-shaped curve has also
been suggested, where the basic difference from the U-curve is that the honeymoon
9
phase is shorter or even non-existent (Black & Mendenhall, 1991). The U-curve is,
however, the most commonly accepted as well as the most used model explaining the
adjustment process, thus making it the chosen model for this study.

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Facilitating Efficient Adjustment
Oberg stated as early as 1960 that knowledge about the nature of cultures and how it
affects the individual is valuable to make it through the culture shock phase. The three
individual dimensions mentioned (self-oriented, others-oriented and perceptual
dimensions) are all important for being successful in a new cultural environment
(Black & Mendenhall, 1990). Mendenhall & Oddou (1985) propose two things to
facilitate cross-cultural adjustment: (1) extend the selection criteria from only
focusing on technical competence to also include skills in line with the individual
dimensions; and (2) prepare the expatriates with appropriate CCT programs. Many
other researchers have also suggested CCT to smooth the progress of the adjustment
process (Black & Mendenhall, 1990). Grove and Torbiörn (1985) state that a
universal training program cannot be presented, but has to be designed according to
both the context of the assignment and the individual characteristics of the expatriate.
According to Caligiuri et al. (2001), CCT has three main objectives: (1) enable the
expatriate to determine how to perform job tasks and behave appropriately in the new
culture; (2) help the expatriate to handle unexpected events and reduce cultural
conflicts; and (3) help the expatriate to develop realistic expectations about the job
11
and the day-to-day life in the new culture. As for any learning process, there exist
several training methods. Some may suit one situation better than another, and some
may be combined to achieve better results. The most commonly used methods are
presented in the following part.

How to be an Expatriate in India

Article and photos by Sonya Natalia Heaney

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Life as an Expatriate in India

We pass by the home of an Australian family as we leave the airport road. They, too,
have gone away for the holiday season, but we will catch up when they return. Like many of
our friends here, we met them at an international social gathering. Reluctant as most are to
involve themselves in expatriate organizations when a whole new and exciting cultural
adventure looms, it is something nobody should overlook when making the move overseas.
No matter how ready you may feel to be in an entirely new place, homesickness hits
everybody at some point. No other country—regardless of how similar it may seem on the
outside—is the same as home. And for the Westerner, India is going to seem very different
from home, inside and out.

Drivers of vehicles that pull up alongside us in the traffic jam do double-takes at the
sight of us in the back seat. There is no way for an expatriate not to stand out in India. In a
land heaving with well over a billion people, there is nothing like a head of blond hair and
alarmingly white skin to bring a crowded street to a standstill.

The country still runs strongly on an age-old caste system in which there is no place
for us, and so we are immediately elevated to celebrity status. Invitations to dine at the homes
of work colleagues and household staff, as well as to attend a relentless stream of weddings,
flow in endlessly. One should not be surprised when strangers approach you in the street and
ask to have their picture taken with you. My night-time visit to Mysore Palace, for example,

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resulted in an hour spent posing for photographs while all of the Indian tourists lined up for a
chance to meet the blond woman instead of looking at the bright lights of one of the world’s
most magnificent palaces.

Sometimes this attention is good, sometimes bad. Sexual harassment (or Eve-teasing,
as you will no doubt hear the locals refer to it) and sexual assault are major problems in India.
Hands and elbows straying to cop a feel of me when I walk down a street are not uncommon.

Das hits the brakes suddenly to avoid a pothole and apologizes to us before finally
turning onto our street. We are cut off from most of the noise, hassle and rubbish of the main
road. With a park at one end, a large churchyard in the middle, and leafy low-rise apartment
complexes lining either side, our choice of home in India is a little different to what most
expatriates seek out.

There are plenty neat and new gated housing areas springing up on the outskirts of the
city, where houses come multi-storeyed with neat lawns and safe play areas, and where the
domestic staff appears to outnumber residents. Such places are ideal for expatriates who have
children in tow, and also for those who wish to hide away entirely from what can become a
frustrating place to live in.

But we have chosen an apartment in central and apparently upscale Richmond Town,
from which we can drive down the road to great shopping and dining whenever we like, and
where India is there to experience when we want to—and easy enough to hide away from
when we need a break. Our Indian neighbors have embraced us wholeheartedly, and we
always seem to be heading out to dine or party with people in our area.

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At Home in India

Our guard opens the gate for us, and after he stops the car, Das insists on taking all of
our bags to our door. We open up all the windows and then step out onto the balcony to check
on the progress of the new church garden. A few monkeys run across the wall a few floors
down. We will have to keep an eye on them; they have a tendency to sneak into homes and
steal food.

Luckily for us there is nothing to eat in the apartment, and so we will be walking
down to the market soon. Unlike most expatriates and higher caste Indians, we do not have a
maid or a cook for our household, and this is a decision we are very happy to have made. It is
a personal choice, and many foreign residents are happy to have a local there to do the
shopping and take care of everything around the house. However—with a streak of
confidence we found within ourselves—we have taken the opportunity to explore the many
food stores around our area, and are now as much a fixture of the market one block away as
any of the stallholders.

Our phone rings and it is a Japanese friend reminding me about an international

women’s coffee morning. In Bangaluru the Overseas Women’s Club was originally for
Americans only, before expanding to include any woman who either came from overseas or

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could claim to have lived overseas for a sufficient period of time. In a changing world, the
association has grown to include men whose partners moved to India for work.

I accept the invitation and my mind turns to what time to ask Das to be there in the
morning. The shock of returning to this unconventional place is already starting to wear off.

It is—for some inexplicable reason—surprisingly easy to call India home.

Article and photos by Sonya Natalia Heaney

‘I am an Indian, living in Europe. 
 
Well, I completely agree with you.  Though, India is not clean and crowded but the people
are more friendly and helpful. 
 
I lived in Egypt as well as in Croatia and Italy.  Egypt is not a clean country like Italy or
Croatia, but the people there are more friendly.  If I had a choice between Europe and Egypt,
I would choose Egypt at any time. 
 
After living in abroad for several years, I realized that it is not the country that makes you
happy! Its the people! 
 
With the right people even living in hell would be heaven!’

By Vignesh.

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 Methodology:-

The aim of the study is to learn about the professional women who live and work in
India as opposed to building or testing theory. In attempting to better understand that
influences female expatriates to take on international work experience, how their experiences
effects the nature of their career concept and the extent to any issues of discrimination thy
may face. Due to shortage of literature in this area an exploratory approach was considered
most appropriate.

Research Design

In adherence to the research philosophy and theoretical framework, the design of this
project will be qualitative rather than quantitative in nature. Studies of this sort may have
been enriched if conducted as longitudinal inquiry, however, neither time, circumstance nor
financial resources allowed for longitudinal approach.

Research Purpose

The purpose of research is to find out the different types of difficulties faced by
women expatriates in India. Compared with their male counterparts living in same country.
And also comparing it with other nations that similar problems exist there or not. Firstly to
find that such kind of problems do exist or mere a thought. After identifying problem trying
to identify solutions to the problems. Such as making aware people about the negative
consequences of it to the nation.

Research Approach

Research approach has been to select randomly few expatriates, male and female
both. To know about their experience in India, how far did they succeeded to accommodate
with the cultural and other different changes. Tried to identify their views regarding women
expatriate’s position in India. Then comparing the extent to which women have been
comfortable with cultural and different aspects of India.

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 Research Strategy

Framing questionnaire in such a format that more precise views could be fetched with
less number of questions. Different types of questions so as to identify their experience in
India. Thereafter to identify the crux of the research problem. Research questionnaire was in
combined form with objective and subjective questions to be filled, and to trace the missed
out points covered in subjective questions and to get the their views towards how they have
been treated in India. And how women’s experience has been different.

Data Collection

Data has been randomly collected by expatriates working with different organisations,
from different countries. Because of their different background country there has been
different in their approach in accommodating.

Sampling Strategy

The sampling strategy adopted in this study aimed to gain an insight into a particular
population within a specific location. The sample was gathered through a combination of
sampling techniques that represent a non-probability, purposeful sampling strategy and does
not claim to be representative of the total population of female manager expatriates.

Major Findings:

Amazed with the mixed response from different nationals working in India. Though,
able to fetch the by observing and considering what relatively majority of expatriates think
regarding the topic.

Women expatriates face bit of problems and treated as celebrities while on other hand
teased because of the same reason. But gradually with more and more women expatriates
heading towards assignment in India. It is becoming common for Indians to resist the change
and accept them as part of the society. As they are working hard to accommodate to Indian

17 | P a g e
culture, likewise Indians are too slowly and gradually adopting them and have reduced
responding surprisingly excited.

Question wise analysis,

1. 60% of people think women expatriates does not face more difficulties than their male
counterparts in India.
2. 60% of people think women are given less priority in management decisions.
3. 60% of people think women are not the best managers in the world.
4. Majority of people agree that men India does not want to be ruled by female bosses.
5. In India, society is more concerned if women expatriates live single.
6. In India, people respect women more.
7. In India, people are more helpful and supportive for female expatriates.
8. In India, people enjoy living and working in India.
9. Most of them accommodated with the cultural differences in India.
10. All of them enjoy cultural festivals in India.
11. Culturally women adjust better than male counterparts in India.
12. Males find it bit difficult to adjust in interaction with Indians whereas women are
much better in creating repo.
13. In personal adjustment too males find it bit difficult to adjust as compared to female
expatriates
14. Sample people believe that success of women expatriates depend on the personal
attitude to adjust and accommodate with cultural and other changes rather than
country they are working.
15. People believe India is favourable for women expatriates. As women are given
respect and appreciation for their work. They believe India as overall favourable
country as lot of expatriates enjoy their life here. But it more depends on the personal
attitude towards adaptation and adjusting with Indian culture.

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 Data Analysis

There has been amazingly mixed review about same India. Must be because of different
experience, attitude, and the country they belong to. Because of less resources the
information collected are not precise. But based on it, it has been observed that women
expatriates are performing better and having great experience. They are ahead of men in
adjusting with culture, interaction and personal criteria. They also have contrary bad
experience from Indians sometimes. Women are given lot of respect in India and n the other
hand it also tease foreign expatriates sometimes. It can lead to worst consequences in the long
term for the nation. Moreover it depends on the individual to face the problems and solve
them. India is comparatively a better place than many of Arab nations where situations are
worst for women. India is much better place to work for professional female expatriates, and
still would become better it become resistant to more of the foreign people coming to India.

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 Conclusion

Hereby, the research problem has proved that yes, there are many problems faced by
women, still they are performing better than their male counterparts. And if we can remove
those problems gradually by introducing more campaigns such as promoted by Amir Khan,
for Stop teasing women tourist visiting India and helping to grow our GDP. Because there are
only few people who decrease the prestige of the country. And in future women expatriate
would be hesitated to enter in the nation. Hence, the research study recommends to promote
more advertisement campaign, create the welcome approach for them and be helpful to them.
And make India a better place to work for anyone independently.

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 Difficulties Faced by Women Expatriates in India

Questionnaire
(Information collected will not be disclosed and used only for academics)

Please answer the following questions:

Personal Details:-

First Name:- ...................... Last Name......................Middle Name...................

HCN PCN TCN

Age:- Below 20 20-27 28-35 35-45 Above 45

Gender:- M F Marital Status:- Single Married

Nationality:-

British French Swedish US Dutch Italian

Other Please Specify........................

Specialisation:-....................................

Position:- CEO Manager Non-managerial

Designation:- .............................

Work Orientation:- Income Career

Organisation Details:-

Organisation Name:-...............................

Headquarters:-.........................................

Type:- Branch Joint Venture

Wholly owned subsidiary Representative Office

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 1. Do you believe women expatriates face more difficulties in international

assignment than male counterparts in India?

Yes No

2. Did you ever experienced that woman are given less priority in

managerial decisions?

Yes No

3. Do you believe women are the best managers in the world?

Yes No

 For below Statements Rating scale is (1-Strongly agree, 2-Agree, 3-

neutral, 4-Disagree, 5- Strongly Disagree)

4. In India, men do not want to be ruled by female bosses.

1 2 3 4 5

5. In India, society is more concerned if women expatriate lives single.

1 2 3 4 5

6. In India, people respect women more.

1 2 3 4 5

7. In India, people are supportive and helpful for female expatriates.

1 2 3 4 5

8. You enjoy living & working in India?

1 2 3 4 5

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 9. You easily accommodated with the cultural differences in India.

1 2 3 4 5

10.You enjoy cultural festivals celebrated in India.

1 2 3 4 5

11.Cultural Adjustment

1 2 3 4 5

12.Interaction Adjustment

1 2 3 4 5

13.Personal Adjustment

1 2 3 4 5

14.Do you believe success of women expatriates depend on the country they

are assigned to? Why? Yes No

15.Do you believe India is favourable for Women expatriates? Why?

Data Collected By: Amit Dodwani, Student of MBA in International Business,

Ahmedabad Management Association.

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(Black & Gregersen,
1991)

(Capellen & Janssens, 2005)

(Sparrow, 2007).

(Schuler & Tarique, 2007; Caligiuri, & Stroh, 1995)

THANK YOU

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