COVER -- DANKSAGUNG -- TABLE OF CONTENTS -- INDEX OF ABBREVIATIONS AND SYMBOLS -- LIST OF TABLES -- LIST OF FIGURES -- INTRODUCTION -- I. THE WORK-LIFE INTERFACE OF PROFESSIONALS: CHALLENGES OF INTEGRATING WORK WITH 'THE REST OF LIFE' -- 1. Relevance and Methodology of Studying the Work-Life Interface -- 1.1 Work-Personal Life Interactions in the Context of Organizational Development and Human Resource Management -- 1.1.1 Individual Work-Life Challenges and Related Outcomes -- 1.1.1.1 Health and Well-Being -- 1.1.1.2 Stress -- 1.1.1.3 Motivation and Satisfaction -- 1.1.2 Organizational Perspectives Related to the Work-Life Interface -- 1.1.2.1 Social Justice and Conformity vs. Diversity -- 1.1.2.2 Cooperation and Social Support -- 1.1.2.3 Extrarole Behavior and Corporate Citizenship -- 1.1.2.4 Satisfaction, Commitment and Turnover -- 1.1.2.5 Employee Productivity, Firm Performance and the Business Case -- 1.1.2.6 Internal and Outward Communication, Recruiting and Organizational Change -- 1.1.3 Societal and Environmental Developments Affecting the Work-life integration management of Organizations -- 1.1.3.1 Demographic Changes and Female Labor Force Participation -- 1.1.3.2 The 'Work Creep': Increasing Invasiveness of Paid Work in Modern Life? -- 1.2 The Toolbox of Researching the Work-Life Interface -- 1.2.1 Theoretical Foundation of Work-Life Research: Social Role Theory -- 1.2.1.1 Segmentation and Integration -- 1.2.1.2 Spillover -- 1.2.1.3 Compensation -- 1.2.1.4 Role Strain, Resource Drain, and Role Conflict -- 1.2.1.5 Enrichment and Facilitation -- 1.2.2 Work-Family and Work-Life Conflict -- 1.2.2.1 Three Dimensions and Two Directions -- 1.2.2.2 The Work-Life Dichotomy: Does 'Life' Begin at the Office Exit? -- 1.2.2.3 Work and Personal Life Dynamics: An Operational Definition of Work-Life Conflict.

2. Professionals as an Occupational Category of Particular Interest for Work-Life Research -- 2.1 In Search of a Definition of 'Professionals' -- 2.2 Characteristics of Professional Service Firms and Implications for their Workforce -- 2.2.1 PSFs as Providers of Specialized and Complex Services -- 2.2.2 Professionals: The Critical Assets of Professional Service Firms -- 2.2.3 The Career Path in Professional Service Firms -- 2.3 Professionals and the Work-Life Interface -- 2.3.1 Triggers of Professionals' Work-Life Conflict -- 2.3.2 PSF Professionals as ‚Extreme' Jobholders -- 2.3.3 'What Balance? My Job is my Life!' - The Intrinsically Motivating Character of Professional Work -- 2.3.4 What is a 'Personal Life' of Professionals All About? A Research Question -- 3. Formal and Informal Organizational Demands and Resources of Professionals and their Impact on the Work-Life Interface -- 3.1 Research Perspectives of the Interaction of Demands and Resources -- 3.1.1 Demands versus Resources -- 3.1.2 Formal versus Informal Demands and Resources -- 3.1.3 Patterns of Interaction of Demands and Resources: Person-Organization Fit -- 3.2 Organizational Demands and Resources and Professionals' Work-Life Conflict: a Review of the Literature -- 3.2.1 Formal Organizational Demands: Work Hours and Job-Related Travel -- 3.2.1.1 Long Work Hours -- 3.2.1.2 Job-Related Travel -- 3.2.2 Formal Organizational Resources: Corporate Work-Life Initiatives -- 3.2.2.1 Work-Life Initiatives in Professional Service Firms -- 3.2.2.2 Work-Life Initiatives and their Impact on Work-Life Conflict -- 3.2.2.3 Availability versus Use of Initiatives - A Different Story? -- 3.2.2.4 Use of Summed Scores - Does 'a lot' really help a lot? -- 3.2.3 Informal Demands and Resources: The Impact of Organizational Culture -- 3.2.3.1 Culturally Endorsed Organizational Time Demands.

3.2.3.2"Deviant Behavior" - Work-Life Conflict and Career Advancement -- 3.2.3.3 Informal Support and its Role for Successful Work-Life Reconciliation -- 3.2.4 A Research Model -- 3.3 Work-Life Diversity?! Work-Life Experiences Related to Different Work and Personal Life Characteristics -- 3.3.1 'Endangered Species'? Work-Life Conflict in Management Consultancy and Law Firms -- 3.3.2 'Having it all': The Importance of Work and Personal Life -- 3.3.3 'The Classics'?! Gender and Age -- 3.3.4 (Dual-Career) Relationships and the Role of Children -- 3.3.5 'Faster-higher-further'? Tenure, Job Level, and Work-Life Conflict -- 3.4 Summary of Part I -- II. EMPIRICAL EXAMINATION OF THE IMPACT OFORGANIZATIONAL DEMANDS AND RESOURCES ON THE WORK-LIFE CONFLICT OF PROFESSIONALS -- 1. Method -- 1.1 Data Collection -- 1.1.1 Sample -- 1.1.2 Measures -- 1.2 Data Analyses -- 1.2.1 Descriptive Data Analysis and ANOVA -- 1.2.2 Hypotheses Testing with Partial Least Squares Path Modeling (PLS) -- 1.2.3 Assessment of Subsample Differences -- 2. Results -- 2.1 Characteristics of Professionals' Work-Life Conflict (RQ1) -- 2.1.1 Life Role Importance, Priority, and Centrality -- 2.1.2 Experience of Work-Life Conflict among Professionals -- 2.2 Hypothesis Testing with PLS: Formal and Informal Demands and Resources and the Work-Life Conflictof Professionals -- 2.2.1 Evaluation of the Measurement Models -- 2.2.2 Estimation of the Structural Model -- 2.2.2.1 Hypothesis Testing: R square, Path Coefficients and t-Values -- 2.2.2.2 Evaluating Model Fit: Predictive Relevance Q² and Goodness-of-Fit(GoF) -- 2.2.3 Examination of Distinct Effects of Work-Life Initiatives -- 2.2.4 Subgroup Results -- 2.2.4.1 Life Role Priority -- 2.2.4.2 Management Consultants vs. Law Firm Professionals -- 2.2.4.3 Gender and Age -- 2.2.4.4 Relationship Status, Parental Status, and DCC Status.

2.2.4.5 Tenure and Job Position -- 2.3 Summary of Empirical Results -- III. DISCUSSION OF RESULTS AND IMPLICATIONS -- 1. Discussion of Empirical Results -- 1.1 Professionals and the Experience of Work-Life Conflict -- 1.1.1 Life Role Values -- 1.1.2 The Multi-Faceted Nature of Professionals' Work-Life Conflict -- 1.1.3 A More Differentiated Look: Work-Life Conflict in Several Subsamples -- 1.2 Formal and Informal Demands and the Work-Life Conflict of Professionals -- 1.2.1 Formal Organizational Demands: Work Hours and Jobrelated Travel -- 1.2.1.1 Work Hours as a Predictor of Time-based Work-Life Conflict -- 1.2.1.2 Job-Related Travel as a Predictor of Behavior-based Work-Life Conflict -- 1.2.2 Culturally Endorsed Pressures: The Role of Informal Demands -- 1.2.2.1 The Crucial Role of Implicit Time Expectations -- 1.2.2.2 Career Damage Expected: How the Anticipation of Negative Career Consequences Impedes Initiative Use -- 1.3 The Role of Formal and Informal Organizational Resources -- 1.3.1 Use and Usefulness of Work-Life Initiatives -- 1.3.1.1 Availability of Initiatives -- 1.3.1.2 Use of Work-Life Initiatives -- 1.3.1.3 Secondary Initiatives -- 1.3.1.4 Organizational Practice or Work-Life Initiative? -- 1.3.1.5 Not Offered but Needed - A Brief Look at Professionals' Desired Work-Life Benefits -- 1.3.2 Informal Organizational Support -- 1.4 Relevance of the Research Model for Understanding the Work-Life Dynamics of Professionals -- 1.5 Work-Life 'Diversity': Insights from Subsample Examinations -- 1.5.1 PSF Subsector - Perspectives of Management Consultantsand Law Firm Professionals -- 1.5.2 Life Role Values - Perspectives of Life Types, Work Types,and Balancers -- 1.5.3 Gender - Work-Life Dynamics of Female and Male Professionals -- 1.5.4 Age - Perspectives of 'Youngsters' and 'Old Hands'.

1.5.5 Perspectives of Parents and Professionals in a (Dual-Career)Relationship -- 1.5.6 Tenure and Job Level Perspectives of Newcomers versusSeniors -- 1.6 Limitations -- 1.6.1 Conceptual Limitations -- 1.6.1.1 Stress as the Underlying Variable? -- 1.6.1.2 Life Domains -- 1.6.1.3 Minor Consideration of Individual Antecedents -- 1.6.1.4 Work-Life Conflict as the Major Criterion -- 1.6.2 Methodological Limitations -- 1.6.2.1 Data Collection -- 1.6.2.2 Self-Report Data and Single Source Bias -- 1.6.2.3 Sample -- 1.6.2.4 Subgroup Evaluations -- 1.6.2.5 Generalizability of Findings -- 1.6.2.6 Causality -- 1.7 Summary of the Discussion of Empirical Results -- 2. Implications for Theory and Practice -- 2.1 Implications for Further Research on Work-Life Dynamics -- 2.1.1 Further Research Issues -- 2.1.1.1 Work-Life Conflict is More Than Work and Family -- 2.1.1.2 Further Research on Work-Life Initiatives -- 2.1.1.3 Work-Life Dynamics in Professional Service Firms -- 2.1.2 Methodological Suggestions -- 2.1.2.1 Conflict Types -- 2.1.2.2 Further Research on the Three Conflict Dimensions -- 2.1.2.3 Life Role Values -- 2.1.2.4 Objective Measures that Allow Causal Inferences -- 2.2 Implications for Human Resource Management -- 2.2.1 Taking Work-Life Concerns of Professionals Seriously -- 2.2.2 Monitoring Informal Organizational Demands -- 2.2.3 Expanding Formal and Informal Organizational Resources -- 2.2.4 Evaluation and Monitoring Needs and Resources: Creating Fit between the Professional, the Firm and the Client -- 2.2.5 A Process Model of Developing, Implementing and Evaluating'Work-Life Integration Management' in Professional Service Firms -- 2.2.5.1 Analysis of the Current Situation -- 2.2.5.2 Definition of Goals -- 2.2.5.3 Choice and Development of a Strategy -- 2.2.5.4 Implementation of Solutions -- 2.2.5.5 Monitoring and Measurement of Outcomes.

3. Conclusion.