Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Linda McKieGlasgow Caledonian University, UK AbstractIn this article we explore the intersectionality of gender and age in work and careers of women managers. Interviews were conducted with women senior managers in two EU countries, namely Finland and Scotland. These countries have demographic and economic similarities, but there are differences in welfare regimes, economies and employment policies. Using the approach of biographical matching we compare how women managers in these countries encounter gendered ageism in the different stages of their careers. Data illustrates the myriad ways in which women experience ageism and lookism. In the conclusion we reflect upon these processes of gendering management which persist across these two labour markets. Keywordsage, biographical matching, careers, gender, women managers, work When I was younger, having many children was a threat [to employers]. But then there is also the issue that many employers do not realize that when women are in their 40s and 50s and their children have grown up, this is the best age [for women managers]. And at that time one encounters [age] discrimination. This is something that I can't understand. (NGO manager, Finland, 59)

This paper explores the potential for the concepts of time and space, together with the analogy of landscapes, to aid the exploration and understandings of women's careers. Drawing upon case studies of women who chose to opt in to self‐employment, we examine how the multi‐faceted histories of these women are drawn upon as they remember the past, explain contemporary experiences, and anticipate their futures. All the women spoke of opting in to self‐employment as the best of times; they talked of greater control over work content, the relationship between family, gender and paid work, and self‐determinism and autonomy. They noted times when their careers were frayed but only in retrospect could they assess the context, consequences and impact of events. The framework of careerscapes — our unique blending of the notion of careers along with socio‐economic and geographical interpretations of scapes — offers a framework to examine frayed careers and multiple aspects of working and caring over time and space.

It is good that in addition to looking beautiful you also have something in your head.

This article addresses the intersections, even blurrings, of two ''homes'' and two ''aways'' -the personal, 'private' home and the corporate 'public' 'away', and the national home country and corporate base and the transnational work away. Drawing on 40 semistructured interviews with women and men top and middle managers in seven multinational corporations located in Finland, we examine the complex relations among transnational managerial work, corporate careers and personal, marriage and family-type relations, and their differences for women and men managers. This shows the very different personal and social worlds inhabited by senior women and men managers, and how transnational processes can make those differences even greater.

It has been claimed that in the context of organizations and management, fathers are invisible. One source of tension for fathers who work and who want to participate in family life is that even though involved fatherhood is emerging in many western societies, a family‐oriented male identity is likely to be problematic for men in organizations. This article aims to contribute to a better understanding of a professional and managerial men's work–family relationship using discourse analysis on data from three different media sources in Finland, published during 1990–2015. We identified two competing discourses: one of stasis, the other of change. The stasis discourse is constructed around traditionally masculine management and fatherhood roles, while the changing discourse embodies more diverse masculinities and fatherhood. We conclude that although the discourse on fatherhood in the organizational context is moving towards gender equality, at the same time a strong discourse is putting a brake on such development, especially regarding management.