As several previous studies have shown, the provision of work–life benefits (WLB) varies between organisations; while some organisations provide a comprehensive range of WLB, others do not. Our research aims to identify and examine the influences on the provision of WLB in an organisation. Recognising the potential for different goals and agenda, we propose that it is necessary to understand the perspectives of WLB held by managers and by employees. To inform our research, we have drawn upon the complementary theoretical bases of strategic choice theory, stakeholder theory and the resource-based view of the firm. Using multiple methods of data collection and including management and employee perspectives, qualitative case studies were undertaken with two Australian subsidiaries of large multinational firms. We develop and refine a framework that identifies the influences on the provision of WLB. This framework is a useful guide for researchers and practitioners seeking to understand and manage WLB.
