Work Cultures and Work/Family Balance

By S. Clark. 2001

656 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d390343869a50ab31e4e039f1f2f5451f3ec358a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Ulla Kinnunen *
2. Arnold B. Bakker
3. Tammy D. Allen
4. S. Mauno
5. M. O’driscoll
6. Andrew Li
7. J. Bagger
8. Jarrod M. Haar

In Social Psychology

1. Tammy D. Allen
2. L. Eby
3. Maureen Dollard
4. Andrew Li
5. Luo Lu
6. M. O’driscoll
7. J. Bagger
8. Ulla Kinnunen *

In Sociology and Political Science

1. Tammy D. Allen
2. Jarrod M. Haar
3. M. O’driscoll
4. Andrew Li
5. Ulla Kinnunen *
6. S. Mauno
7. Osman M. Karatepe
8. J. Bagger

Citations in the corpus

• Relative Contributions of Childcare, Spousal Support, and Organizational Support in Reducing Work–Family Conflict for Men and Women: The Case of Turkey (2005, background): “Work overload that is coupled with inflexible and long work hours increases WFC (Aryee et al., 1999; Clark, 2001; Duxbury et al., 1994).”
• Beyond family-friendly: The construct and measurement of singles-friendly work culture (2007, methodology): “ Clark (2001) also found that a Xexible work culture and family-supportive supervision was related to higher work satisfaction and employee citizenship.”
• The Impact of Flexible Working Arrangements on Work–life Conflict and Work Pressure in Ireland (2007, background): “Previous evidence suggests that company supportiveness and flexibility towards home demands will tend to reduce stress for all employees (Clark, 2001).”
• CEO values, organizational culture and firm outcomes. (2008, background): “Accordingly, a number of studies suggest that there would be a negative relationship between bureaucratic culture and employee satisfaction (e.g. Bhargava & Kelkar, 2000; Clark, 2001).”
• Testing a new measure of work–life balance: a study of parent and non-parent employees from New Zealand (2013, background): “Similarly, Clark (2001) suggested that WLB is related to achieving harmony among roles.”
• A Measure of Attitudes Towards Flexible Work Options (2004, background): “Work satisfaction and family well-being result from programs and work cultures which give employees a level of control over their work arrangements ( Clark 2001, p. 359 ).”
• Exploring work- and organization-based resources as moderators between work–family conflict, well-being, and job attitudes (2006, background): “…family climate/culture studies shows that a family supportive workplace climate relates positively both to organizational commitment (e.g., Lyness, Thompson, Francesco, & Judiesch, 1999; Thompson et al., 1999) and to job satisfaction (e.g., Allen, 2001; Campbell Clark, 2001; Mauno et al., 2005a).”
• Does work–family conflict mediate the relationship between work–family culture and self‐reported distress? Evidence from five Finnish organizations (2005, methodology): “Consistent with both our expectations and previous studies (see Allen, 2001; Behson, 2002; Campbell Clark, 2001; Kossek et al., 2001; Lyness et al., 1999; Thompson et al., 1999), a family-friendly organizational culture was associated with employees’ well-being in terms of lower levels of…”
• Cross cultrual differences on work-to-family conflict and role satisfaction: a Taiwanese-British comparison (2009, methodology): “Work and Family Resources Supervisory support was assessed using three items developed by Clark (2001), tapping supervisor’s emotional support for the Human Resource Management DOI: 10.1002/hrm employee’s family needs.”