Abstract
Managing the work and non-work boundary has become a challenging task that has health, wellbeing, and career implications for employees in every nation. Yet, most prior studies on boundary management have tested U.S.-based theories using U.S. samples. Research in the work-life literature has largely ignored the role of culture. In this paper, we review the limited research that has incorporated cultural considerations in some manner. Next, we consider how Hofstede’s cultural dimensions are likely to influence the work and non-work boundary and formulate hypotheses about how they may be incorporated into Ashforth, Kreiner, and Fugate’s (2000) role segmentation-role integration continuum. Utilizing a rigorous multi-level methodology, we found empirical support for several of our hypotheses. Finally, we discuss implications for theory, research, and practice with an emphasis on improving lives and careers.
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