Suzan Lewis

TL;DR: Work-life balance has been a hot topic in the literature for several decades (see, e.g., Lewis and Cooper, 1999; as mentioned in this paper ). But the focus on this topic has always reflected social, economic and workplace developments and concerns, shifting in response to new trends.

TL;DR: Work-life initiatives address two main organizational challenges: structural (flexible job design, human resource policies) and cultural (supportive supervisors, climate) factors as mentioned in this paper, but they usually are marginalized rather than mainstreamed into organizational systems.

TL;DR: The authors explored the relationship between work-family roles and boundaries, and gender, among home-based teleworkers and their families, and explored the gendered processes whereby teleworking can simultaneously enhance work-life balance while perpetuating traditional work and family roles.

TL;DR: In this paper, the authors draw on case studies of organizations at various stages of developing family friendly policies to identify two barriers to fundamental shifts in organizational culture; low sense of entitlement to consideration of family needs, and organizational discourses of time as representing productivity, commitment and value.

TL;DR: In this article, the authors present a case study of an organisation which is addressing issues of workplace culture in relation to work-life policies and gender equality, and a new set of issues have emerged which will require innovative solutions.