Examines the issues involved in providing relevant cross‐cultural training to MBA students, the epitome of the “new” international manager. In particular, it addresses the pedagogical challenges of moving students away from a reliance on “hard” skills to a facility with “soft” skills.

This paper argues that both the impact of gender and work‐family conflict itself are likely to increase in international working scenarios, which may involve the physical relocation of the entire family. In such cases, the boundaries between work and home become blurred due to the involvement...