Abstract
Traced the links between concurrent quality improvement and work–family change initiatives in 9 companies, using interview data from 34 managers. Organizations had established reputations for excellence in either quality or work–family arenas. The interviews examined underlying values and philosophies, as well as stage of organizational integration of the changes into daily routine. Some linkages around language and tools were noted: Some work–family managers used quality improvement language and tools, but the reverse was not true. Organizations that were less advanced in achieving synergy between the initiatives were the most optimistic about points of commonality between the initiatives. Organizations that were the most advanced in this integration were also the most realistic about the complexities associated with the dynamics of concurrent change.