Female Careers in Various Environments Elisabeth Harstad was employed as a trainee at the Norwegian risk management consultancy DNV when she realized that being a woman was a barrier. Although trainees were supposed to go abroad the company had problems finding a job for Elisabeth in a foreign subsidiary: I wanted to go to London, Houston, or Singapore. At the end I managed to get an international assignment from Oslo to Copenhagen. This was in the 1980s. However, Harstad did not give up and pursued her career intensively. Today she is the manager of the research & innovation unit at DNV and since 2006 member of the board of directors of the large Norwegian chemical company Yara. When the new members of the board of directors were elected, for the first time it was an advantage for Elisabeth to be a woman. Since 2008, Norwegian companies are required by law to have 40 per cent female members of their board of directors. Thus, Elizabeth is part of an experiment if women do not make it to the top on their own, politics support this process in Norway. Discussion Questions: Main Questions: 1. Relate the situation in Norway to one of the cultural dimensions identified by Hofstede. How can you explain it? 2. Can the rules for quotas of female managers be applied in other countries as well? What are the advantages and disadvantages? Sub Questions: 1. What were the specific challenges and biases that Elisabeth Harstad encountered in her early career at DNV, and how did she navigate these obstacles to advance her career? 2. To what extent do you believe that gender diversity quotas, such as the 40 percent female board members requirement in Norway, are effective in promoting gender equality in corporate leadership? What are their potential advantages and disadvantages? 3. How has the presence of women like Elisabeth Harstad on corporate boards influenced decision-making and corporate governance? Are there tangible benefits to having a more diverse board of directors? 4. Beyond legal mandates, what strategies and initiatives can organizations implement to foster a more inclusive and equitable workplace culture, especially with regard to career advancement for women? 5. Elisabeth Harstad's story is often cited as an example of overcoming gender-related career barriers. What lessons can be drawn from her journey, and how can her experiences inspire and guide other women pursuing leadership roles in maledominated industries