ABSTRACT
For many people, work and family roles have become notable sources of conflict, as the demands associated with each domain affect each other (Kanter, 1977). Indeed, balancing work and family demands is a major challenge for many organisations (Ingram and Simons, 1995). Given that both work and family factors are potent contributors of stress as well as significant sources of emotional well-being, a number of models have been developed to explain the interface between work-to-family conflict and well-being (e.g. Frone et al., 1997; Parasuraman et al., 1996). These models depict linking mechanisms or causal connections between specific work and family constructs (Edwards and Rothbard, 2000). Although these models differ in many respects, it appears that none have focused on cross-national phenomena nor examined, quantitatively, owners of family-controlled businesses.
