Background Today's organizations are facing an increasing need of competent global managers. International experience is thus often a requirement in order to reach positions within top management. Expatriate assignments, whereby an employee relocates to work in another country for a longer period of time is a common way to gain international competence. However, the typical expatriate has traditionally been a man and still today, women are underrepresented in international management. Pressure from society on gender equality challenges organizations to increase their number of female expatriates. In order to explain the low share of female expatriates, prior research has foremost focused on the woman as an individual in the expatriation process rather than the organization's impact. Therefore we see a need of investigating how the organization and its underlying gendered substructures affect female expatriates. Purpose The purpose of the study is to investigate how gendered substructures in an organization influence the prospects of female expatriates. Methodology The study is based on a qualitative approach and builds upon interviews and focus groups conducted in two Swedish MNCs. A deductive approach has been used, whereby gendered organizational theory creates the framework of this study. Conclusion The result from our study shows that gendered substructures influence the prospects for women to take on expatriate assignments. This can be seen in the vertical segregation within organizations, the lack of role models and a higher pressure on women in managerial positions. Contribution This study is important since it stresses the organization's role on women's prospects for expatriate assignments. Furthermore it highlights the complexity of gender equality work in organizations and gives its contributions to further research within the field.

The purpose of this study was to understand the lived experiences of Jamaican Expatriate Female C-suite executives in the diaspora of working in Multi-national Companies (MNCs). A further question to be answered was the meaning they derived from their experiences. With little research emerging from the Caribbean about this elite class of professionals, the research intended to expose the challenges faced as an outsider in unfamiliar spaces. Research on other groups have exposed limiting factors to women’s progress in MNCs. Critical Race Theory with a brief mention of Critical Human Geography and Intersectionality are lens applied to critique the experiences of the eight participants. This research mined the extant literature that looked at navigating barriers, disrupting stereotypes and gender diversity in international careers. The method of inquiry applied to this research was existential phenomenology and its utility in getting to the essence of the women’s lived experiences highlighted the glass-border phenomenon. In reflecting on the outcome, this research opens the door for scholars and practitioners alike, to critically assess the expatriate literature and to probe further the complex relationship between international business, the movement of black talent across geographic and culturally diverse boundaries and the challenges encountered. The results of this study illuminated several themes from the participants textural descriptions: (1) Moving from Invisible to Visible – Disrupting Bias; (2) Who am I? – Identity, Gender and Heritage; (3) Renegotiating the Rules of Engagement paired with Re-branding the Role and Authority of Women in Business; (4) Male Sponsorship Leads to Acceptance; (5) Improving Skill and Competency Capital for New Roles; (6) Building and Maintaining Bridges – Network Management.