Half a Century of Work–Nonwork Interface Research: A Review and Taxonomy of Terminologies

The extensive interest in the work‐nonwork interface over the years has allowed scholars from multiple disciplines to contribute to this literature and to shed light on how professional and personal lives are related. In this paper, we have identified 48 terminologies that describe the interface or relationship between work and non‐work, and have organized them into mature, intermediate, and immature categories according to their stage of development and theoretical grounding. We also provide a taxonomy that places work‐nonwork interface terminologies into a matrix of six cells based on two dimensions: (1) type of nonwork being narrow or broad; and (2) nature of the mutual impact of work and nonwork domains on one another, characterizing the impact as negative, positive, or balanced. The type of nonwork dimension was informed by Frone's (2003) classification of employees’ lives into multiple subdomains; the mutual impact dimension was informed by frameworks that organized the literature in part by negative, positive, and balanced work‐nonwork interface constructs (e.g., Allen, 2012; Greenhaus & Allen, 2011). Theoretical contributions of the proposed taxonomy are discussed along with suggestions on important avenues for future research

Being female doing gender. Narratives of women in education management

The paper explores gender relations in academia and discusses how gender is constructed within academic institutions. It is based upon the study of a business school, part of a British university. The construction of gender relations within this institution was of special interest because the majority of managerial roles were occupied by women. All female academic managers (dean, associate deans and heads of department) and a random selection of female and male academics were interviewed. The process of construction of gender relations is investigated through the analysis of the discrepancy between the ‘masculine culture’ of high education institutions and the dominance of women managers within this organization. It is suggested that the numerical dominance of women managers may create tensions between their individual identities as women and their managerial identities, due to the predominance of masculine practices and values within the organization. Additionally, it emerged that the maintenance of masculine ideals and practices is also associated with downplaying women’s achievements