1,064 research outputs found

    Transitions across work-life boundaries in a connected world: the case of social entrepreneurs

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    Information and communication technologies (ICTs), including mobile technologies, have significant implications for the management of work-life balance (WLB) (e.g. Perrons, 2003) and thus for sustainable work practices within organizations and society at large. Boundary theory (Clark, 2000) argues that individuals maintain boundaries between role identities (e.g. parent, worker) within different social domains (e.g. family, work), and that they regularly have to transition between these domains. WLB may reflect the effectiveness of this transitioning. ICTs have significant implications for the management of these boundaries, particularly as they open up new areas for interaction through mobility and through the potential provision of a variety of easily available connections. In this paper, we report on the findings of 15 social entrepreneurs’ video and interview data. In particular, we explore and advance understanding of the individual experience of switching between roles and domains in relation to ICT use and connectivity

    Managing Work–Life Boundaries in The Digital Age

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    Next Generation Organizations: 9 Key Traits

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    Outlines a vision for impact-driven, business savvy, culturally competent organizations wired for policy advocacy that value continuous learning, shared leadership, ambiguous work-life boundaries, constituents as thought partners, and boards as value add

    Flexible friends? Flexible working time arrangements, blurred work-life boundaries and friendship

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    The changing nature and demands of work raise concerns about how workers can find time for activities such as friendship and leisure, which are important for well-being. This article brings friendship into the work-life debate by exploring how individuals do friendship in a period characterised by time dilemmas, blurred work-life boundaries and increased employer- and employee-led flexible working. Interviews with employees selected according to their working time structures were supplemented by time use diaries. Findings indicate that despite various constraints, participants found strategies for making time for friendship by blurring boundaries between friends and family and between friends and work. However, the impacts of flexible working time structures were complex and double-edged

    How to go virtual as efficiently and painlessly as possible

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    We need to be social, select the right technologies, accept alternative leadership styles, and create new work-life boundaries, writes Petros Chamakioti

    How to (actually) save time while working remotely

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    The pandemic has given many of us the opportunity to ditch the commute and work from home long-term, offering huge potential time savings. But to truly reap the benefits of remote work during the current crisis and beyond, we need to think proactively about how we restructure our workday in this new normal. The authors suggest six concrete, research-backed actions you can take today to create clearer work-life boundaries and optimize how you spend your time

    Out of work, out of mind? Smartphone use and work-life boundaries

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    Smartphones are now ubiquitous and valuable in many professions and yet have also been blamed for creating an 'always on' culture, blurring boundaries between work and home. Research has shown that checking e-mails out-of-hours via computer makes workers feel more overloaded with work but also increases their sense of coping. A total of 94 participants completed a survey exploring whether the same pattern would emerge for accessing e-mail on smartphones, showing that those who use smartphones for work e-mail experienced lower levels of overload, but not coping, and push notifications were associated with greater use of smartphones for e-mail. However, there were no significant correlations between coping or overload and e-mail use or quantity, suggesting that lower overload is not due to the ability to processes or read more e-mails outside of work

    Oceans apart: work-life boundaries and the effects of an oversupply of segmentation

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    Employment trends see work and personal life domains becoming both more integrated (e.g., flexible working) and more segmented (e.g., global careers). Trends toward more extreme segmentation or integration may lead to a greater risk of misfit between employee preferences for and organizational supplies of integration/segmentation. This paper investigates the impact of organizational fit and misfit within a highly segmented occupational context: offshore work. With lengthy rotations away from home, followed by long periods away from work, limited inter-role communications and reduced day-to-day transitions between work and non-work roles, offshore work offers a segmented work-life interface. Fit and misfit of integration-segmentation preferences with perceptions of organizational integration-segmentation supply were examined among offshore employees, as well as their counterparts working traditional, office-based schedules. Using polynomial regression and response surface analysis, the impact of fit and misfit on work-life conflict, enrichment and organizational commitment was assessed. The data show that misfit resulting from an oversupply of segmentation may result in behavioral work-to-life conflict, associated with the reduced number of transitions between work and home roles, strain-based conflict, and a reduced transfer of resources from work to home resulting in less developmental work-life enrichment and organizational commitment. These findings contribute to existing literature by identifying the impact of misfit resulting from segmentation oversupply on individual and organizational outcomes, emphasizing the need for HR practitioners to recognize the potential for and impact of different forms of misfit within the changing landscape of their own organizational environments

    The Advent of Digital Productivity Assistants: The Case of Microsoft MyAnalytics

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    Modern digital work environments allow for great flexibility, but can also contribute to a blurring of work/life boundaries and technostress. An emerging class of intelligent tools, that we term Digital Productivity Assistant (DPA), helps knowledge workers to improve their productivity by creating awareness of their collaboration behaviour and by suggesting improvements. In this revelatory case study, we combine auto-ethnographic insights with interview data from three organisations to explore how one such tool works to influence collaboration and productivity management behaviours, using the lens of persuasive IS design. We also identify barriers to DPAs’ effective use as a partner in personal productivity management