Laurent M. Lapierre

TL;DR: Results suggest that support from one's family and one's supervisor and the use of problem-focused coping seem most promising in terms of avoiding work-family conflict and/or decreased well-being.

TL;DR: In this article, a study of work interference with family (WIF) among managers is described, contrasting four clusters of countries, one of which is individualistic (Anglo) and three of which are collectivistic (Asia, East Europe, and Latin America).

TL;DR: The authors investigated the conceptual distinctiveness and causal links between organizational commitment (OC), occupational commitment (OcC), job involvement (JI), work involvement (WI), and intentions to withdraw from the organization and from the occupation.

TL;DR: Work-family conflict (WFC) is recognized as a major issue affecting both individual employees and their employers as discussed by the authors, and there are theoretical and empirical reasons to expect that by reducing WFC, a family-supportive work environment would enhance employees' satisfaction with their job, family, and life in general.

TL;DR: The authors explored the availability of flexible work arrangements (FWA) and their relationship with manager outcomes of job satisfaction, turnover intentions, and work-to-family conflict (WFC) across country clusters and used individualism and collectivism to explain differences in FWA availability across Latin American, Anglo, and Asian clusters.