Abstract
Programs of flexible workhours-henceforth, flexitime or F-T-have proliferated around the world, and most observers associate them with a broad range of positive effects for organizations as well as for their members, in personal life as well as at work. F-T may rightly be said to be a major managerial innovation, simple though it seems. The innovation initially permeated business organizations, and lately is getting much more public-sector notice.' Paradoxically, the diffusion of this innovation has proceeded apace, in both arenas, without two crucial kinds of knowledge: a comprehensive review of the available F-T literature; and a sophisticated understanding of why, when, and how F-T works.
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