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Blurred work–home boundaries can hamper teleworkers’ recovery from job demands. We investigate teleworkers’ temporal, physical, communicative, and technological boundary tactics as predictors of re...

Building on the pioneering work of Kreiner, Hollensbe and Sheep (2009) this study examines five specific boundary management tactics: a) Setting nonwork times and b) banking work times as two tempo...

This paper explores the phenomenon of organizational boundary management between the work and the non-work sphere from the perspective of the organization rather than the employee. Expansion and in...

Investigating how work, family, and personal life come together has become a thriving area of study. This paper contributes to emerging work on the work-family interface by validating and testing a...

Family-owned organizations present a unique opportunity to study work- family boundary management. Boundary theory suggests that work- family boundary dynamics may be different in family businesses...

Research on boundary management in interorganizational collaboration has focused on the internal boundaries among partner organizations. Conversely, the management of partnerships’ external boundaries has been less studied, even if the partners often need resources which they do not possess. When the partners cannot internally develop or purchase such resources, they may engage in an alliance with external organizations or, alternatively, add a new partner to the partnership (co-opt). As research on this unique alternative is scarce, we offer a systematic analysis for the ally vs co-opt choice. We illustrate the particularities of this external boundary management choice in the context of cross-sectoral, interorganizational collaboration and develop propositions about how existing partners’ different sector logics and organizational interests might lead them to different boundary/governance preferences. Overall, the analysis uncovers how hybrid collaboration’s internal complexities may impact the partners...

There are few things that attract responses as ambivalent as those towards using information and communication technologies (ICT) devices for working remotely. Existing research on using communicat...

Using an inductive qualitative approach, this study examined perceptions of helicopter parents in the workplace. An analysis of 596 comments posted to online discussion boards revealed four major t...

The purpose of our study is to examine the effects of alignment and misalignment between supervisor’s work-to-family interruptive behaviors and subordinate’s tolerance for such interruptions on the...

This paper is concerned with examining the underlying conceptualizations of communication in the extant literature on diversity management. Looking at the dimension of communication is important if we consider the fundamental communicative embeddedness of organizations in broader society. Our paper is based on the observation that the extant literature on diversity management, i.e. both from the strategic-instrumental tradition and from the critical-normative tradition, is primarily concerned with the ways in which intra-organizational workforce diversity is accomplished (i.e. among individual employees). In this paper, we add to this literature by developing a complementary, communication-centered perspective that opens up diversity management also towards extra-organizational discourses. Specifically, we propose to draw on works from the “communication constitutes organization” (CCO) perspective. Based on this view, our study contributes to the extant literature on diversity management by moving away from categories among organizational members towards a processual understanding of diversity as diversity as polyphony of internal and external voices. A constitutive-polyphonic reconstruction of diversity management considers in particular the role of third parties for adding to the communicative constitution of organizations. Accordingly, we understand diversity management as a form of organizational boundary maintenance.

This symposium takes a first step in answering a call in the literature to highlight the intricacies of the work-family interface for employees in unique sub-populations by studying 4 understudied ...

Building on boundary management theory and the qualitative findings of Kreiner, Hellensbe, and Sheep (2009) we develop and test a measure of four boundary management tactics (temporal, physical, be...

Examining the boundary management and handling of related tensions in four tripartite cross-sector partnerships, our study contributes to the discourse on organizational boundaries in two ways. Fir...

The workplace continues to become more and more culturally diverse. However, the work-family literature is largely based out of the U.S. and does not acknowledge the role of cultural differences in work-family processes, behaviors, and policies. This symposium uses international and multicultural samples to explore a variety of work-family issues at varying levels of analysis, with an emphasis on how cultural and policy differences play a role in interpreting the work-family nexus. Where is Work-life Balance an Asset for Leaders? A Comparison of Welfare State Regimes Presenter: Ariane Ollier-Malaterre; Rouen Business School Presenter: Natalia Sarkisian; Boston College Presenter: Kelly Hannum; Center for Creative Leadership Work-family Boundary Management Styles in Germany Presenter: Caroline Straub; VU U. Amsterdam Presenter: Barbara Beham; U. of Hamburg Presenter: Claartje J Vinkenburg; VU U. Amsterdam The Effects of Childcare Policies on Establishment Turnover in Germany Presenter: Matthew M. Piszczek; ...

Leadership in health care contexts involves the practice of constructing, maintaining and erasing boundaries. In this study, we focus on leading through and across boundaries in four interprofessional health care teams operating in the area of mental health services. We give special consideration to the specific contexts of these teams, and address the boundaries that are constructed and managed in interactions. Our qualitative study revealed that leadership is exercised by different members and at different levels of the teams, and that it involved managing the boundaries between a) roles of different members of the leadership constellation, b) leadership and clinical roles, c) formal leaders and other members of the team, d) different professions, e) personal life experiences and professional work, and f) the team and what members consider to be the environment. Leadership work involving the demarcation, erasure and contestation of boundaries is addressed. We consider the implications of our findings to...

This paper focuses on examining multilevel predictors and consequences of employee use of technology (e.g., iPad, blackberries, cellphones, laptops) at work to attend to their non-work tasks and re...

To groups that must engage in exchange relationships, boundary management is proposed to be a critical predictor of performance. Propositions linking boundary roles to team performance at different...