Original Article

Work–Family Conflict and Organisationally Valued Outcomes: The Moderating Role of Decision Latitude in Five National Contexts

  1. Tejinder K. Billing1,*,
  2. Rabi S. Bhagat2,
  3. Emin Babakus2,
  4. Balaji Krishnan2,
  5. David L. Ford Jr3,
  6. B.N. Srivastava4,
  7. Ujvala Rajadhyaksha5,
  8. Mannsoo Shin6,
  9. Ben Kuo7,
  10. Catherine Kwantes7,
  11. Bernadette Setiadi8,
  12. Aizzat Mohd. Nasurdin9

Article first published online: 10 OCT 2012

DOI: 10.1111/j.1464-0597.2012.00526.x

Additional Information

How to Cite

Billing, T. K., Bhagat, R. S., Babakus, E., Krishnan, B., Ford, D. L., Srivastava, B.N., Rajadhyaksha, U., Shin, M., Kuo, B., Kwantes, C., Setiadi, B. and Nasurdin, A. Mohd. (2012), Work–Family Conflict and Organisationally Valued Outcomes: The Moderating Role of Decision Latitude in Five National Contexts. Applied Psychology:An International Review. doi: 10.1111/j.1464-0597.2012.00526.x

Author Information

  1. 1

    Rowan University, USA

  2. 2

    University of Memphis, USA

  3. 3

    University of Texas at Dallas, USA

  4. 4

    Indian Institute of Management, India

  5. 5

    St Mary's College Indiana, USA

  6. 6

    Korea University Business School, South Korea

  7. 7

    University of Windsor, Canada

  8. 8

    Universities Indonesia, Indonesia

  9. 9

    Universiti Sains Malaysia, Malaysia

*Address for correspondence: Tejinder K. Billing, Department of Management & Entrepreneurship, Rowan University, 201 Mullica Hill Road, Glassboro, NJ 08028, USA. Email: billing@rowan.edu

Publication History

  1. Article first published online: 10 OCT 2012

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The moderating role of decision latitude on the relationship between work–family conflict and psychological strain was examined across five countries. It was hypothesised that decision latitude would moderate the relationship more strongly in the individualistic countries (the United States and Canada) than in the collectivistic countries (India, Indonesia, and South Korea). The results supported the hypotheses of this five-country-based cross-national investigation. The implications of the findings for theory and practice in the area of international and cross-cultural research on work and family conflicts in the organisational context are discussed.

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