Challenges of female executives' work activities: the hyper-efficiency operating mode

Abstract

Purpose This paper aims to examine the work experiences of female executives and the challenges of their visible and invisible work activities, considering the operating modes they develop to carry out their work activities. Design/methodology/approach This study relies on a materialist feminist perspective and a critical experientialist work theory, which considers both the visible and invisible dimensions of the work performed by female executives. The methodology is based on a qualitative research design involving individual and group interviews with 51 Canadian female executives. Findings The results reveal the hyper-efficiency operating mode mobilized by female executives, which combines strategies to take over and delegate work activities from the domestic sphere to reconcile the managerial work with their different life spheres. Originality/value A key finding emerging from these results relates to the invisible but omnipresent part of the work activities from the domestic sphere throughout the lives of female executives.

Can female executives improve employment relations outcomes? Empirical evidence from China with gender implications

“…Independent variable: female executive. In line with previous studies (Giguere et al, 2022;Wu et al, 2019), the executive population in this paper refers to senior female managers whose positions encompass the CEO, chairperson of the board, directors, deputy general manager, and other senior supervisors. This paper selects female executives as the independent variable, which is a dummy variable and is coded by whether the executive position is held by women.…”