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The article asks how to lead the world in work–life balance (WLB) societal rankings, identifies the major WLB challenges in contemporary societies and rethinks how we conceptualise and measure WLB.

This study employed a case-study of Denmark, a world leader in global WLB-rankings. Expert-insider interviews were carried out with 12 experts who work in the field of WLB. The participants were engaged day-to-day in the field of interest, exerting real-world influence.

We affirm the importance for WLB of battling over-long hours in the workplace. We provide evidence too that having sufficient hours of work, and being financially secure, are as significant for WLB as is avoiding overwork.

The article interrogates international WLB-rankings and offers original insights into a global WLB-leader. It makes the case for improving how we conceptualise and measure WLB to also progress policies and practice. Rather than viewing WLB as largely about avoiding a time-squeeze, the article argues that it is fundamentally about the conditions under which people work.

This study examines the functions of informal communication in organizations. Informal communication can be characterized as any interaction within an organization in which two or more individuals assume personal roles rather than their professional roles and in which employees do not intend to solve work-related problems. Despite its central role in organizations, a comprehensive understanding of the specific functions of informal communication within workplace dynamics is lacking.

We reviewed existing literature to identify the functions of informal communication and then surveyed employees (N = 1,380). We asked them to indicate their agreement with statements measuring the functions of informal communication that we derived from the literature.

Using exploratory factor analysis, we identified four core functions: stress management and recreation, nurturing private relationships, fostering a sense of belonging and connectedness and facilitating information exchange and coordination. We then examined how these core functions related to job-related and sociodemographic characteristics. Our findings underscore the importance of informal communication in organizations, particularly in facilitating the development and maintenance of social relationships as well as information exchange and coordination, both of which play critical roles in organizational success.

This study is among the first to systematize the functions of informal communication in organizations and to empirically extract core functions that can be used for further research. It is also highly relevant to practitioners of organizational management and organizational communication.