A network approach to work-family conflict

Most human behaviours, including those instrumental for reducing Work–Family Conflict (WFC), take place in the context of social relationships. However, the role of social networks in an individual's WFC goal pursuit process has not received sufficient attention, as most current research is dominated by an agentic perspective that argues that individuals possess the capabilities to change the demands and resources associated with their roles freely. We believe that the reality faced by many workers is more composite, as the various work and family stakeholders present in an individual's network can create significant constraints and opportunities that are capable of inhibiting or enhancing their agency. In this paper, we aim to examine how the ecosystem of network relationships in an individual’ social network can influence his or her overall capability to minimise WFC. Building on insights from dynamic network theory, a recently introduced framework in the social network literature, we propose a conceptual model that explains the specific roles that work and family stakeholders (i.e., supporters, preventers, resistors, reactors, negators, interactants, or observers) can assume with respect to goal strivers' attempts to manage WFC. Building on prior work-family and social network research, we illustrate how two characteristics of the network in which an individual is embedded (i.e., centrality and density) can shape the magnitude of social network influence on WFC. Implications for theory and practice are also discussed.