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The purpose of this paper is to provide an updated and theory-driven meta-analysis of work–family conflict (WFC). The authors quantitatively review the relationships between WFC and three pairs of antecedents and several consequences.

A meta-analysis was conducted to investigate the research model. Specifically, the authors adopt a resource-based perspective (i.e. conservation of resources (COR) theory) to investigate the relationships between three pairs of antecedents (demand/control, autonomy/hours spent at both work and family domains and role overload/flexibility) and WFC. While COR theory argues that resource loss perceptions would generate much more influential impact on individuals comparing to that of resource gain, both favourable and unfavourable antecedents, representing resource gain and resource loss, respectively, are incorporated in each pair of antecedents. This inclusion of contrary antecedents allows the authors to investigate the comparison of the relationships between the favourable antecedents – WFC relationships and the unfavourable factors – WFC relationships. In addition, the authors analyse how and to what extent WFC influences employees’ attitudes (i.e. commitment), behaviours (i.e. performance) towards both work and family, and their career consequences.

The meta-analytical findings generally support the hypotheses. Work and family demands are found positively related to WFC, while having a control at either work or family would be negatively related to WFC. Perceiving a high level of autonomy at work is negatively related to WFC, and hours spend at work has a positive relation with WFC. Role overload at both work and family are associated with WFC, while having flexibility from work schedule would be negatively related to WFC. In addition, WFC is negatively related to employee career development outcomes.

First, the authors adopt a resource-based view to organise both favourable and unfavourable antecedents of WFC. Second, this paper aims at extending the investigation on WFC consequences to performance at both work and family, commitment to both work and family, and employee career outcomes, because all of them are critical consequences but not fully explored in previous meta-analyses. Third, this paper has incorporated newly explored correlates of WFC (e.g. employee career development-related outcomes) and quantitatively reviewed their relationships with WFC.

This study aims to determine the relationship between servant leadership, innovation self-efficacy, corporate work culture and employee productivity in mediating and moderating role.

The research sample was 72 supervisors and 576 employees from 72 food and beverage small and medium enterprises (SMEs) in three major cities in Indonesia. SPSS and AMOS were used to test the research hypothesis using the hierarchical regression analysis test.

The results show that there was a positive and significant effect between servant leadership on innovation self-efficacy and employee productivity. Innovation self-efficacy mediates the relationship between servant leadership and employee productivity. Corporate work culture moderated the relationship between innovation self-efficacy and employee productivity.

Future research with larger samples are needed to determine the relationship between servant leadership, innovation self-efficacy, corporate work culture and employee productivity more clearly not only on food and beverage SMEs but also on other industries. Future research needs to be carried out using experimental and longitudinal research designs.

There are three important practical implications based on the findings of this study. First, the results of the study provide new ideas for SME managers on how to increase the productivity of their employees, by using servant leadership which is known to be the main driver for innovation self-efficacy behavior. Second, the mediating role of innovation self-efficacy requires managers to build employee self-efficacy behavior, share more power with employees and make employees more involved in decision-making, which in turn can increase employee confidence and motivation, and their productivity. Finally, managers must realize the need to create a productive work culture in the company, by taking various actions, such as giving rewards to productive employees, making clear regulations on the company regarding working hours and company targets, and must pay attention and respect the employee's views and opinions to improve employee identification of their leaders.

This is the first study to build and examine the direct and indirect relationship (mediating and moderating role) between servant leadership, innovation self-efficacy, corporate work culture and employee productivity in food and beverage SMEs.