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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.

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.

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.

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.

This paper aims to examine the experience of women entrepreneurs and the challenges and issues they face in reconciling the work activities of the family sphere with those of the entrepreneurial sphere.

This study is based on a materialist feminist perspective and a theory of living work that take into account the visible and invisible dimensions of the real work performed by women entrepreneurs. The methodology is based on a qualitative research design involving individual and group interviews conducted with 70 women entrepreneurs.

The results show the various individual and collective strategies deployed by women entrepreneurs to reconcile the work activities of the family and entrepreneurial spheres.

One of the major findings emerging from the results of this study relates to the re-appropriation of the world of work and organization of work by women entrepreneurs and its emancipatory potential for the division of labour. Through the authority and autonomy they possessed as business owners, and with their employees’ cooperation, they integrated and internalized tasks related to the work activities of the family sphere into the organization of work itself. Thus, not only new forms of work organization and cooperation at work but also new ways of conceiving of entrepreneurship as serving women’s life choices and emancipation could be seen to be emerging.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Researchers from Quebec found female executives used a “hyperefficiency operating mode” to cope with all their “invisible” domestic duties and more “visible” work duties at the same time. The authors said the study showed the effectiveness of the strategies, but also revealed the limited progress in tackling the persistence of sexual divisions in domestic labor.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.