How can men and women be allies in achieving work-family balance? The role of coping in facilitating positive crossover

Litano, Michael L.; Myers, Dante P.; Major, Debra A.

doi:10.4337/9781781955703.00026

Cited by 9 publications

(11 citation statements)

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“…Third, the adaptability nature underpins the relationship between EO and i-deals. EO and its components mirror strong organizational adaptability (De Clercq et al 2013), thus driving employees to use proactive approaches such as i-deals to negotiate with the employer (Litano et al 2014).…”

Section: Entrepreneurial Orientation and I-dealsmentioning

confidence: 99%

“…They include organizational culture, HRM strategy and practices, managerial style and deeds (Rousseau 2005), leader-member exchange, and perceived organizational support (Rousseau and Kim 2004). However, since i-deals, by nature, are proactive (Litano et al 2014), the proactiveness in the organizational context is a predictor for the emergence of i-deals. Entrepreneurial orientation (EO), which contains the proactive force (Frishammar and Å ke Hörte 2007), can leverage upward i-deal negotiations from employees.…”

Section: Introductionmentioning

confidence: 99%

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Organizational Ambidexterity, Entrepreneurial Orientation, and I-Deals: The Moderating Role of CSR

Tuan

2014

J Bus Ethics

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The interaction between static and dynamic facets in organizational ambidexterity produces ''change'' energy for the organization. The purpose of the research therefore is to examine the predicting role of organizational ambidexterity for entrepreneurial orientation and idiosyncratic deals (i-deals). The moderating role of corporate social responsibility (CSR) in the effect of organizational ambidexterity on entrepreneurial orientation was also investigated. The cross-sectional data for SEM-based analysis were garnered from 427 supervisor-subordinate dyads from software companies in Vietnam business setting. The research findings confirmed the positive relationship between organizational ambidexterity and entrepreneurial orientation, which was moderated by CSR. Entrepreneurial orientation was also found as a strong predictor of i-deals.

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Section: Entrepreneurial Orientation and I-dealsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Organizational Ambidexterity, Entrepreneurial Orientation, and I-Deals: The Moderating Role of CSR

Tuan

2014

J Bus Ethics

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“…Research studies suggest that when senior level male executives champion work-family efforts and put their own integrated work-family identity on display in their organizations, biases facing working parents begin to dissipate (Burke, 2014). For example, senior male leaders who take parental leaves reduce the stigma of paternity leave and model for prospective fathers and colleagues that men can be both engaged parents and successful professionals (Litano, Myers, & Major, 2014). Organizational leaders should promote such efforts throughout all levels of their organizations.…”

Section: Practical Implicationsmentioning

confidence: 99%

When Expectations Become Reality: Work-Family Image Management and Identity Adaptation

Ladge

Little²

2019

AMR

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Working parents often contend with how to effectively portray themselves as both devoted professionals and good parents. In this article, we introduce the construct work-family image as a cross-domain, collective image representing how competent an individual is perceived to be as a parent and a professional by key constituents in both work and life domains.We present a theoretical framework to explicate a process in which work-family image management drives work-family identity adaptation. Specifically, we suggest that work-family image management occurs when work-family norms, derived from societal, organizational and familial expectations, create image discrepancies that drive impression management behavior.These behaviors, in turn, can create image-identity asymmetries and lead to work-family identity adaptation. We contribute to existing research by highlighting the dynamic interplay between image management and identity adaptation and explain the process by which work-family norms can influence working parents' identities.

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“…This study contributes to the literature by (1) examining family-friendly work arrangements using a dyadic approach (Barnett et al, 2009;Grzywacz & Carlson, 2007;Maume & Sebastian, 2012), (2) not only looking at negative but also at positive crossover effects (Litano, Myers, & Major, 2014;Westman, 2001) and (3) reflecting on both crossover…”

mentioning

confidence: 99%

Use of family-friendly work arrangements and work–family conflict: Crossover effects in dual-earner couples.

Schooreel¹,

Verbruggen²

2016

Journal of Occupational Health Psychology

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This study uses a dyadic approach to examine how an employee's work-family conflict is affected when his or her partner makes use of family-friendly work arrangements. We focused on 2 types of family-friendly practices, that is, reduced work hours and schedule or workplace flexibility. Hypotheses were tested with multilevel structural equation modeling using information of 186 dual-earner couples. In line with our hypotheses, we found support for both a positive and a negative crossover effect, though the results showed differences between the 2 types of family-friendly work arrangements. First, a positive crossover effect was found for both reduced work hours and schedule or workplace flexibility; however, the specific mechanisms explaining this effect differed per type of arrangements. In particular, employees whose partner made use of reduced work hours were found to experience less home demands, which was in turn associated with lower family-to-work conflict, whereas employees whose partner made use of schedule or workplace flexibility experienced a similar positive crossover effect but through an increase in the social support they perceived. Second, a negative crossover effect was found only for reduced work hours and not for schedule or workplace flexibility. Specifically, employees whose partner made use of reduced work hours were found to work on average more hours a week, which was in turn related with more work-to-family conflict, whereas employees whose partner made use of schedule or workplace flexibility worked on average fewer hours a week and consequently experienced lower work-to-family conflict. Implications for literature and practice are discussed.

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How can men and women be allies in achieving work-family balance? The role of coping in facilitating positive crossover

Cited by 9 publications

References 0 publications

Organizational Ambidexterity, Entrepreneurial Orientation, and I-Deals: The Moderating Role of CSR

Organizational Ambidexterity, Entrepreneurial Orientation, and I-Deals: The Moderating Role of CSR

When Expectations Become Reality: Work-Family Image Management and Identity Adaptation

Use of family-friendly work arrangements and work–family conflict: Crossover effects in dual-earner couples.

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