1. Objectifs

Intentions :
«This paper explores male lawyers’ use of MTs [mobile technologies] for work–family interface across organisational positions and national contexts through analysis [….] with Finnish and Canadian male lawyers.» (p. 1389)

2. Méthode

Échantillon/Matériau :
«The study uses a sample of male lawyers from private law practice in Helsinki, Finland (n = 20) and Montreal, Quebec, Canada (n = 14).» (p. 1346) «The men in [this] sample – middle-class, well-educated professionals – are employed in organisational settings where conflicting values of parenthood and business are most acute. The interviewees ranged in age from 32 to 68 years. All interviewees were either married or cohabiting.» (p. 1347)

Instruments :
Guide d’entretien semi-directif

Type de traitement des données :
Analyse de contenu

3. Résumé

«The results show that the issue of work–family boundary management is not as simple as it may seem in light of varied organisational norms that encourage men to prioritise sudden unanticipated work demands over family time […]. Men differ in their preferences and strategies of work–family boundary permeability. These differences are related to national differences in policies that encourage and legitimate fathers’ involvement in family life. In Finland, male lawyers more readily embraced family responsibilities, having taken on greater involvement since the birth of their children. At the same time, they were also more inclined to set firm boundaries on work spillover to family life. Yet, the male breadwinner remains a culturally and professionally salient model, especially for Canadian fathers whose spouses are more likely to carry the bulk of responsibility for childcare and housework. Canadian male lawyers also experienced greater pressure to be ‘on call’ at all times via MTs. When they brought legal work home these work hours were typically in addition to, rather than a substitute for, law office time commitments. Not surprisingly, these men were more skeptical about the prospect of remote work and MTs to promote work–life balance.» (p. 1407)