Though women remain under-represented amongst expatriate managers due to a range of organisational and cultural barriers in selection and individual relocation concerns, they have begun to pursue alternative routes toward a global career such as frequent travel and undertaking domestic positions with international development and community development responsibilities. In this paper we explore the perceptions that Middle Eastern and North American women have of traditional and new trajectories in global work and careers and conclude that increased flexibility allows women to pursue global development opportunities differently throughout their lifetime careers; permitting them to adapt to work-life circumstances. Thus, our research provides new insights into the nature and dynamic of the nature of women's global work and careers.

PurposeThe purpose of this paper is to examine career‐life issues of successful women in the Americas.Design/methodology/approachA total of 30 interviews were conducted with successful women in Canada, Argentina and Mexico. Themes were pulled from the interview transcripts for each country, analyzed and then compared across countries, looking at universalities and differences of experiences.FindingsThe women in all three countries conveyed more subjective measures of career success, such as contributing to society and learning in their work, with Canada and Mexico particularly emphasizing receiving recognition as a hallmark of career success.Practical implicationsThis research provides insight into the experiences of successful women in the Americas, which can inform the career development of women in business.Originality/valueThis research contributes to the literature on women's careers, highlighting successful women's experiences across cultures and in an under‐researched area: Latin America.

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H Hu um ma an n R Re es so ou ur rc ce e M Ma an na ag ge em me en nt t

Employment practices that support work–life balance and wellbeing in workplace experiences are critical pathways to long‐term workforce effectiveness, or cultivating a “sustainable workforce.” In this chapter, we discuss the notion of a sustainable workforce and examine how it relates to work–life balance and wellbeing. We then identify three organizational strategies that can be employed by researchers and practitioners to improve these linkages: promoting sustainable careers, increasing workplace social support, and safeguarding against work intensification. Finally, we present a research agenda which centers on developing sustainable workforces in organizations and fostering long‐term social benefits.