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We develop a cross-level model and typology of work-family (W-F) boundary management styles in organizations. A boundary management style is the general approach an individual uses to demarcate boundaries and attend to work and family roles. We argue that variation in W-F boundary management styles (integrator, separator, alternating) is a function of individual boundary-crossing preferences (flexibility, permeability, symmetry, direction); the centrality and configuration of work-family role identities; as well as the organizational work-family climate for customization. The model assumes that an individual's perceived control to enact a boundary style that aligns with boundary-crossing preferences and identities has direct effects on individual perceptions of work-family conflict and also moderates the level of work-family conflict of boundary management styles experienced across organizational contexts. We offer propositions relevant to future research and practice.

Voluntary telecommuting is an increasingly prevalent flexible work practice, typically offered to assist employees with managing work— family demands. Most organizations with telecommuting policies rely on supervisor discretion regarding policy access and implementation in their department. Although supervisors' approaches have implications for telecommuters and their non-telecommuting co-workers, few studies integrate these stakeholder perspectives. Drawing on surveys and interviews with 90 dyads of supervisors and subordinates, some of whom were telecommuters and some of whom were not, we examine effective managerial approaches regarding telecommuting implementation. First, supervisors should stay in close contact with telecommuters, but this contact should emphasize sharing information rather than close monitoring of work schedules. Telecommuters supervised with an information-sharing approach were more likely to report lower work—family conflict, increased performance, and were more likely to help co-workers. Second, supervisors should encourage telecommuting employees to separate work and family boundaries, which is related to lower work—family conflict. However, supervisors face a paradox as a separation approach can negatively affect workgroup relations: telecommuters who are encouraged to create boundaries between work and family were less likely to extend themselves in crunch times or after hours to help their colleagues. Non-telecommuters' workload and work—family conflict may increase as a result.

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In this essay we discuss the issue of counting: the process of assigning numbers to data that are in nonnumerical form. We review why counting is a controversial issue in qualitative research, and explain how this controversy creates what we call the “multiple audience problem” for qualitative researchers. We then identify the purposes that can be served by four different types of counting, explore when counting should be avoided entirely, and discuss when the results of counting should be concealed, or as Sutton put it, kept in the closet.