Introduction

Abstract

In the 70s, Coser (1974) defined the Greedy Institutions as those institutions who asked their members for an “exclusive and undivided loyalty”. These institutions assumed that the “ideal worker” was the one who devoted long hours to their jobs with no family interference (Williams 2000). In some sense, this image of “ideal worker” still exists, but empirical evidence seems to suggest that far from being positive for the organizations, having old “ideal workers” may have a negative impact on the twenty-first century organizations (Reid 2015; Rudman and Mescher 2013; Stone and Hernandez 2013; Williams et al. 2013). Moreover, recent technological, social and demographic changes have reshaped the way people work and the way families organize themselves (Jacobs and Gerson 2001; Presser 2003). In a situation like that, where more employees ask for a real work-family balance/integration, it is timely and relevant to examine the “new ideal worker”, and to understand how companies adapt to this new situation. Can we define a (new) ideal worker? If yes, are there cultural differences? Do companies offer new programs and policies for the (new) ideal worker? What role does technology play? The first goal of this edited volume is to answer these intriguing questions regarding the new ideal worker.