IESE Research Papers
No D/445:
Qualitative study of work-family conflict in managerial couples, A. Are we overlooking some fundamental questions?
Steven Poelmans ()
Abstract: In this study I explore the phenomenon of work-family
conflict in an "unconventional" way. Most studies on work-family conflict
are quantitative studies of individuals, based on Anglo-Saxon samples. The
contribution of this study is to use a different method (i.e. in-depth
interviews) to focus on a different unit of analysis (i.e. managerial
couples) in a different context (i.e. Spain). The study suggests that the
field may be overlooking some fundamental variables. Content analysis of
the interview transcripts reveals the crucial importance of implicit values
and beliefs, immanent or tacit actions such as decision-making and
learning, and communication and mutual understanding within the couple. The
study contributes to the field by suggesting a different theoretical
approach to work-family conflict as a decision-making problem. I suggest
using social exchange theory to explain work-family conflict as a complex
evaluation of costs and benefits of exchanges between multiple actors on
the basis of personal values and beliefs. I invite scholars to develop
theory along these lines or suggest alternative theory that incorporates
these neglected variables, and call for more qualitative and comparative
studies to understand the experience of work-family conflict in different
collectives. Future research should test whether decision making is central
for the understanding of work-family conflict only in managers or in other
collectives as well. I recommend the couple as a unit of analysis to
address issues such as accommodation within couples and complex decision
making in both individuals and couples.
Keywords: Organizational behavior; Family and work; (follow links to similar papers)
JEL-Codes: M19; (follow links to similar papers)
27 pages, November 1, 2001
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