Job Demands‐Resources, Well‐Being and Work‐Life Boundaries: The Pervasiveness of Social Networking Platforms

This paper integrates job demands‐resources theory with boundary theory to advance theoretical understanding of the pervasiveness of work‐oriented social networking (SN) and its implications for HRM. Drawing on rich qualitative interviews with 67 managers, we highlight the impact of work‐oriented SN on job demands, resources, work‐life boundaries, and well‐being. The findings extend HRM scholarship on well‐being and job demands, boundary management and social media, by revealing three dimensions of work‐life boundary‐blurring in work‐oriented SN contexts: professional‐personal, accessibility‐inaccessibility, and control‐autonomy. The findings generate practical recommendations for aligning SN practices, well‐being policies, and informal cultural norms.