| Abstract: | Most family business research on managing work and family conflict focuses on the family unit while ignoring non-family employees. This study investigates how family businesses manage the work and family conflicts facing non-family employees by examining the adoption of work–family practices in family-owned firms. Two research questions are addressed. First, to what extent do family-owned firms adopt work–family practices? Second, do family-owned firms offer the same level of work–family practices as non-family-owned firms? Results indicate that when family-owned firms do adopt work–family practices, they favour flexible scheduling arrangements for non-family employees to reduce work–family conflict. In general, however, work–family practices are used less in family-owned firms than non-family-owned firms. |
