Impact of work-family conflict (WFC) on supply chain professional’s job performance and turnover intentions

Purpose Supply chain managers face increasing pressures due to globalization, intensified competition and demanding workloads, which can lead to conflicts between their professional and personal lives. This paper investigates the critical relationship between work-family conflict (WFC), job performance and turnover intentions among supply chain professionals, an area of research that has received limited attention in the literature. Design/methodology/approach Grounded in the conservation of resources theory and dynamic capability view, this study examines the mediating role of turnover intentions in the relationship between WFC and job performance. Furthermore, it explores the moderating role of managers’ dynamic capabilities in managing the effects of WFC. Findings Our findings suggest that WFC does not directly impact the managers’ job performance. However, it increases supply chain managers’ turnover intentions, which further mediates the relationship between WFC and job performance. Furthermore, a manager’s dynamic capabilities moderate the relationship between WFC and job performance such that stronger dynamic capabilities weaken the negative relationship. Originality/value This study fills a critical gap in the supply chain literature by identifying the sources of stress and mitigating mechanisms for supply chain managers.