Journal
JOURNAL OF APPLIED PSYCHOLOGY
Volume 107, Issue 4, Pages 560-580Publisher
AMER PSYCHOLOGICAL ASSOC
DOI: 10.1037/apl0000924
Keywords
work-leisure blending; organizational play; gamification; workplace fun; work breaks
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This article discusses how work and leisure can be blended in organizations and provides a theoretical framework to clarify the central dimensions of work-leisure blending. It also highlights important contextual considerations and future research directions.
Since the industrial revolution, work and leisure have largely been considered opposing domains. A growing number of organizations, however, enable and/or promote blending leisure activities into the workplace. Similarly, several conceptualizations across different disciplines examine how work and leisure can coexist. These different conceptualizations have yielded a rich but fragmented theoretical account of work-leisure blending. To address this problem, we provide a comprehensive theoretical integration of multiple literature streams where research has explored work-leisure blending. Further, we develop a tripartite dimensional framework designed to elucidate the central dimensions of work-leisure blending (i.e., segmentation-integration, unstructured-structured, and independent-interactive) undergirding this phenomenon. Using this framework as a theoretical foundation, we then discuss important contextual considerations and future research directions related to work-leisure blending.
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