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The purpose of this paper is to examine the influence of entrepreneurial orientation (EO) within the framework of the job demands-resources (JD-R) model.

The sample of N=597 white-collars in the German media and IT industry is drawn via the professional network XING. Cross-sectional mediator models are used to test the hypothesis.

The processes proposed by the JD-R model find empirical support. Job demands primarily cause exhaustion while job resources increase job satisfaction. Besides, job demands reduce job satisfaction and job resources lead to less exhaustion. An exception is found for cognitive workload which rather acts like a job resource. EO mediates these effects in a favorable way. High job resources foster EO, which in turn reduces exhaustion and enhances job satisfaction. For job demands, EO shows a negative mediation reducing the health-impairment process and increasing job satisfaction.

Future research should broach the issue of adverse effects related to extreme employee entrepreneurship and potential negative effects.

Supporting and supervising an EO may help employees to cope with modern job profiles in agile organizations.

The findings provide support for a favorable mediating role of an entrepreneurial personal resource within the JD-R model. This knowledge may be used to consider individual work orientations and to organize work in a “healthy” way.

The aim of this study is to provide a useful conceptualization of flexible working times and to examine the relationships between flexible working times and employees' well‐being and peer ratings of performance. It is supposed that an employee's “time‐autonomy” would be positively related to performance and well‐being. On the contrary, an unfavorable effect of “time restriction” on well‐being is expected.

A questionnaire‐study was conducted among 167 German employees from 17 different organizations. Information about in‐role and extra‐role performance was also obtained via peer evaluations.

The data support a two‐factor structure of flexibility. The time restriction factor adds to the degree of exhaustion and the work‐nonwork conflict, while time autonomy diminishes these outcome variables. However, the flexibility dimensions are unrelated to performance.

The multidimensional conceptualization of flexibility allows for the detection of advantages and drawbacks regarding the effectiveness of flexible working time models.