Work–family policies and the transformation triangle: women, organizational culture and managerial strategy

Abstract

PurposeThis research addresses how companies develop a process of transformation to a more family responsible behaviour and the role that women play in this process. This paper aims to propose a model in which a female workforce is seen as contributing to the development of the family responsible firm. The model includes two paths for transformation, the supportive work–family culture and the managerial strategy for work–family using a mediation model. The analysis was performed in a sample of 1,048 Spanish firms.Design/methodology/approachThe hypotheses are tested using Baron and Kenny’s (1986) mediated regression technique, the Sobel’s test (1982) and a bootstrap re-sampling with 5,000 and 10,000 iterations to determine the significance of the mediation.FindingsThe results confirm the impact of the proportion of women in the workforce on organizational culture and managerial strategy, factors that lead to a real increase in the accessibility of work–family policies. The mediation effect is total.Research limitations/implicationsLimitations stemming from the survey used and from the cross-sectional data.Practical implicationsThe role of women, the culture and managers in promoting work–family policies appears clear. The need for the active reinforcement of the supportive work–family culture in companies and managerial strategy, diffusion, planning and involvement are all key factors in the development of work–family policies.Social implicationsGovernments and society as a whole should urge firms to use all means at their disposal to guarantee the formal adoption of work–family policies.Originality/valueResearch that analyses the way in which work–family culture and the managerial strategy for work–family generate change does not usually incorporate the female component of the labour force as an explanatory element.