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Abstract Despite convincing evidence suggesting that organizations benefit from employees' flow states, when and how work flow experience generates negative effects remain largely understudied. By integrating the spillover‐crossover model and perseverative cognition theory, we established a model to explain how flow experience induces employees' positive rumination after work (i.e., problem‐solving pondering), which ultimately results in work–family conflict. We proposed that mindfulness acts as a buffer factor in this process but further elucidated that work–family segmentation preference serves as a boundary that may alter or even completely reverse the original effects of mindfulness. Our experience sampling method yielded 1425 data points from 186 employees and their family members across 10 workdays in China, and multilevel analyses supported our propositions. We identified the mediating role of problem‐solving pondering in transmitting the effects of flow to work–family conflict. Additionally, we confirmed the three‐way interaction effect among mindfulness, segmentation preference, and flow. Specifically, the harmful effect of flow is assuaged when segmentation preference and mindfulness are both high. However, flow experience causes severe work–family conflict when mindfulness is high and segmentation preference is low. Theoretical and practical implications were discussed.
Feng et al. (Tue,) studied this question.