Taming travel for work-life balance in global careers

Purpose - The purpose of this paper is to understand how global managers from the generation born 1965 to 1980 ("Generation X") manage demands of international business travel with desires for family involvement. A portrait evolves of how travel within a global career might be optimized for both business and family life. Design/methodology/approach - A qualitative methodology was used as little research has focussed on alternative forms of global work or work-family issues in a global context. The author conducted in-depth interviews with 25 Gen X global managers in dual-career families ("Global Gen Xers") pursuing global careers from the USA and Canada. Findings - The author uncovered how Global Gen Xers experienced "work-life balance" through executing personal discretion over travel and substituting in technology. The construct of travel discretion reveals these approaches. Mutual flexibility on the part of global managers and organizations tamed the demanding nature of work spanning divergent locations and time zones. Research limitations/implications - The findings represent experiences from a self-select group of global Gen X managers interviewed at one point in their careers. The author did not obtain reflections from their families on work-family functioning. Practical implications - The findings encourage companies to foster flexibility among their global managers around travel decisions. The author can consider how and when international travel can be replaced through technology in order to control costs and sustain global workforces. Originality/value - This study provides one of the first examinations of work-life balance among younger global managers. It also highlights experiences of those not on expatriate assignments, but performing global work through international travel and technology.