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The purpose of this paper is to explain the concept of the “call center couple” (CCC) as a symbol of the new middle class (NMC) and how it will influence markets, work, and family in India.

The paper focuses on the demographic shifts taking place in India's urban centres.

The rise of the NMC will forever democratize the family and employment markets.

The paper provides insights into the emerging middle class through the experiences of “CCCs”.

This study applies the job demands-resources model the conservation of resources theory to explain and examine the impacts of home-work conflict, perceived insufficient organizational support, and perceived social isolation, that is, work-from-home stressors, o

Data were collected from 418 Thai employees who worked from home during the nationwide lockdowns at two time points. The hypotheses were tested and analyzed by means of a confirmatory factor analysis, structural equation modeling, and a bootstrapping procedure.

The results indicate that the three work-from-home stressors significantly cause emotional exhaustion and that these stressors are negatively associated with job embeddedness and life satisfaction via the mediation of emotional exhaustion.

To reduce error in parameter estimation due to self-report data, future research could use a more rigorous longitudinal design with a longer time lag and collect data from multiple sources.

Realizing how critical situations shape the workplace would help organizations understand the issues concerning a remote work approach and create more applicable interventions to improve employees' retention and wellbeing.

This study reinforces the application of COR in times of crisis and extends the traditional JD-R model beyond the normal work context.

The purpose of this paper is to explore what female business owners hide to better understand social norms and discourses that influence the decisions women make about how they structure their home and work lives.

The author used qualitative interviews to access the narratives of female business owners in public relations within the USA. This industry segment attracts primarily women and, unlike a retail store, offers women a variety of ways to structure their business hours and locations.

Women use hiding as a way to manage others’ impressions and as a way to gain legitimacy for themselves and their organizations. Specifically, the findings fall into three categories: hiding childcare obligations, obscuring their work locations and “fake it until you make it”. Hiding is used a strategy to deal with tensions that arise based on women’s interpretations of social norms and discourses.

Based on the finite nature of any study, it is difficult to assess the long-term impact of hiding. Further, as with many studies, the geographic location, gender and industry segment provide a context for this research, which means the reader must determine the transferability.

Few studies explore hiding as a means to gain access to gendered discourses that can undermine identity construction and business growth. By uncovering what female business owners hide, it provides opportunities for self-awareness and agency.

Work-from-home (WFH) arrangement is implemented to enable employees to achieve work–life balance. However, WFH arrangement can be less than ideal. This study developed a WFH framework using qualitative data.

An open-ended survey was conducted and participated by 621 employees. The data were examined using the qualitative content analysis method.

Work performance and personal well-being have been identified as WFH outcomes, and 12 relevant research propositions have been developed. Constraints to WFH effectiveness include household and organisational factors whilst instrumental and emotional support were identified as the facilitating conditions. Two moderators were also identified: temporal flexibility and commitment orientation.

This study provides a framework that support effective implementation of WFH and similar flexible work arrangements. Managing time, situation, emotions and attitudes are coping strategies used by WFH employees, and the efficacy of these strategies needs further empirical investigation.

Three main factors have been identified as significant in determining WFH effectiveness. Understanding these elements can help managers design solutions to help employees manage work-home boundaries, improving their work performance and well-being.

The Constraints–Coping–Effectiveness WFH framework and research propositions help organisations build WFH guidelines and policies. This study also recognises commitment orientation, which links resources, strategies and outcomes. The inclusion of this variable in future empirical studies could explain the gaps in the current literature.

The paper explores the notion of worker voice in terms of its implications for supply chain justice. The paper proposes the value of the recognition perspective on social justice for framing workers’ experiences in global supply chains and identifies opportunities for the advancement of the worker voice agenda with recognition justice in mind.

The paper adopts a conceptual approach to explore the notion of worker voice in supply chains in terms of the recognition perspective on social justice.

Sustainable supply chain management (SSCM) scholarship has considered worker voice in terms of two key paradigms, which we term communication and representation. To address recognition justice for workers in global supply chains, the worker voice agenda must consider designing worker voice mechanisms to close recognition gaps for workers with marginalised identities; the shared responsibilities of supply chain actors to listen alongside the expectation of workers to use their voice; and the expansion of the concept of worker voice to cut across home-work boundaries.

The paper offers conceptual clarity on the emerging notion of worker voice in SSCM and is the first to interrogate the implications of recognition justice for the emergent worker voice agenda. It articulates key opportunities for future research to further operationalise worker voice upon a recognition foundation.

Digitalization has become more central in organizations than ever before. Traditionally, organizations were places where employees spent most of their time. With digital organizations, working life has become flexible in terms of time and space, and the way of doing work has changed radically. While it has become difficult for employees to keep up with technological change and transformation, various digital conflicts related to technology have emerged within the organizations. This chapter deals with digital conflicts that occur in digital organizations. Digital conflicts could affect both the efficiency of organizations and the attitudes and perceptions of employees toward the organization. However, studies on the understanding of digital conflict management in digital organizations are quite limited. In this chapter, therefore, the causes and organizational consequences of digital conflicts in terms of organizational behavior are reviewed. The study indicates that digitalization, which is expected to increase workplace effectiveness and efficiency, could lead to destructive conflicts if not managed well, reducing socialization and job satisfaction of employees. The study also has shown that a well-managed digitalization process could increase efficiency and productivity for digital organizations and could increase job satisfaction by providing flexibility to employees. The chapter ends with suggestions for digital organizations to manage digital conflict management successfully.

The current study seeks to examine the link between abusive supervision and subordinate family undermining by focusing on the mediating role of work‐to‐family conflict and the moderating role of boundary strength at home.

Data were collected using a three‐wave survey research design. Participants included 209 employees from a manufacturing company in China. Hierarchical regression analyses and a bootstrapping algorithm were used to test the hypothesized relationships.

The results indicate that abusive supervision is positively related to family undermining, and this relationship is mediated by work‐to‐family conflict. Moreover, boundary strength at home attenuates the direct relationship of abusive supervision with work‐to‐family conflict and its indirect relationship with family undermining.

This research contributes to the integration of the work‐family interface model and the abusive supervision literature by providing evidence of a link between abusive supervision in the workplace and conflict in the home. This study also indicates that abusive supervision is a problem of both organizational and societal importance in China. However, data are correlational in nature, which limits the ability to draw causal inferences.

Findings provide evidence that abusive supervision is a source of work‐to‐family conflict and undermining behavior in the home. Training employees to create boundaries between work and family domains may minimize the negative spillover effects of work on the family.

This study provides a relatively comprehensive model regarding the relationships between abusive supervision and work‐family consequences, and a promising new direction for both the leadership and work‐family literatures.

This study aimed to explore prevalent characteristics of organizational culture (OC) and common sources of work stress in a Taiwanese work context. The authors also aimed to analyze how characteristics of OC may be linked to stressors.

A qualitative methodology of focus group discussions was adopted.

Four characteristics of OC were identified, including: family‐kin, informal work obligations, organizational loyalty and subgroup involvement. Job characteristics, home‐work interface, interpersonal relationships and career development were identified as common sources of work stress. Content analysis revealed that characteristics of OC could either alleviate or aggravate stress, depending on employees' perception and attribution. Double‐coding analysis indicated that stressors related to job characteristics seem particularly linked to informal work obligation but not to organizational loyalty as characteristics of OC.

The exclusive reliance on qualitative methodology is a limitation of the present study. However, the results have both theoretical and practical implications. The authors note that Western findings regarding OC may not generalize completely to a different culture and the Taiwanese context supports distinctive features of OC and work stressors. Consequently, any effective corporate stress interventions should be formulated taking the core cultural values and practices into account.

The in‐depth and culture‐sensitive nature is a major thrust of the present study, and the focus on the link between OC and stress is a rare effort in the Pan‐Chinese cultural context.

Mobile phones are said to enable homeworkers to remain connected for work purposes at “anytime, anywhere”, irrespective of time or location. This paper seeks to argue that, despite this assertion, little is known beyond the anecdotal literature about whether homeworkers actually remain connected as such.

The paper aimed to address the issue described previously by conducting semi‐structured interviews with 25 homeworkers who were recruited using snowball sampling.

The findings show that homeworkers tried to distinguish between “work” and “home” by allocating specific time and space to each domain, but nevertheless remained connected via their mobile phones outside the time and space allocated for work activity. This resulted in work crossing into the home domain and individuals potentially becoming connected and contactable at “anytime, anywhere”. However, the findings identify that homeworkers took various actions in order to control their contactability outside the work domain, which suggests that, despite the potential, remaining connected “anytime, anywhere” is often not the reality. Such actions are discussed in this paper in the context of the existing literature.

Implications for organisations employing homeworking are also presented, together with how the limitations of the study can be overcome in future research.

The paper contributes to the less explored and existing homeworking and boundary literature and provides implications for practitioners of homeworking.

This chapter explores conflict in digital transformation as a leadership challenge. The authors maintain that conflicts cannot be left to HR managers; rather, they must be anticipated, handled adeptly and made a leadership priority. Although conflict resolution is a well-researched area, this is not the case for authentic leadership in digital transformation. Thus, the field is ripe for empirical research. Pitman and Reilly call for research on conflict in digital transformation, the role of leadership in averting and resolving conflicts and whether these roles change understanding of authentic leadership. The impact of AI warranting a revision of orthodox authentic leadership theory represents a further domain of potential research.