The relationship between the working lives and family lives of people in our society is a concern to both families and corporations. This article describes a research project that yielded theoretical statements about the interactions between organization life and family life for members of large corporations; grounded theory methodology and a systems theory approach were used. Data were obtained in a large multinational corporation from managers and their families who were undergoing three different kinds of organizational stress: international transfer, extensive travel, and job change to facilitator of personal and organizational change. The findings give reason for viewing organization and family as interacting systems and for considering the uniqueness of each individual's response to stressful events. They also indicate that an individual's feeling of influence over stressful events at the organization-family boundaries are significant for both organizational and family effectiveness.

The relationship between the working lives and family lives of people in our society is little explored. This article describes a case in which heavy business travel created problems both for the industrial organization and the families of the employees involved. To cope with the problem, the family perspective was brought into the organization by means of a husband‐wife workshop. The workshop used structure to fit privacy norms of industry, to help couples explore aspects of their relationships that determined their individual and joint response to organizational and family stress, and to develop collaborative resources for coping with those stresses. The benefits to the families and the organization went beyond coping with the stresses of business travel and extended to other important aspects of both business and family life.

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