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The main aims of the paper were to explore the role of information and communication technology (ICT) in shaping the work-life balance of managers working remotely and to identify individual recovery strategies and organisational interventions to support digital managers. The theoretical background was based on the work-family border theory and the effort-recovery model.

A semi-structured individual in-depth interview (IDI) was used as the research method. The research group consisted of 13 managers from companies in Poland representing various industries. In all, 560 min of recordings and 201 pages of text were obtained and subsequently coded and categorised.

The results showed that remote managers struggle with the work-life imbalance and blurred boundaries between work and private roles, as well as difficulties in maintaining digital hygiene. The use of ICT enables high flexibility but contributes to work-life conflict. Managers who work from home experience a constant workload and suffer from impaired recovery. The use of ICT creates a need to recover and maintain digital hygiene. However, there are constraints that impede managers' recovery attempts. Many feel that their work does not allow to recover but requires to be “always on” to help their subordinates fulfil their responsibilities, even though they do not expect their subordinates to work after hours. Finally, managers perceive organisational support as insufficient or inappropriate for their needs. They admit that they do not participate in organisational interventions due to lack of time and do not believe that they help them to maintain or restore their well-being.

The role of ICT in blurring the boundaries between work and private roles was explored in depth, as was the “always on” phenomenon as a factor contributing to the tension between the need to recover and the inability to engage in recovery activities. The study has practical implications for integrating individual and organisational approaches to well-being and identifies solutions to encourage managers to maintain digital hygiene and mental health.

This study aims to explore work–life integration (WLI) as a crucial mechanism underpinning the transformation of the hospitality and tourism industry from shifts in work paradigms, including rapid technological advancements, flexible work forms, quiet quitting, increasing awareness of well-being, cultural diversity and gender disparity. It further develops the coping strategies and research agenda.

Through the bridged lens of the work–life boundary theory and conservation of resources theory, this research critically analyzes the literature on emerging work paradigms and WLI and develops a conceptual framework guiding the systematic examination of the WLI mechanisms underpinning the influence from work paradigm shifts.

The analysis reveals the underpinning mechanisms in managing WLI, highlighting the importance of systematic and customized work–life management strategies in adapting to evolving work paradigms. An integrated conceptual framework is developed to guide future research and practical applications.

This study underscores the critical need for strategic WLI management, emphasizing its importance for sustainable industry development. It also proposes actionable work–life management strategies for stakeholders, aiming for positive outcomes at personal, organizational and industrial levels amid the paradigm shifts.

The comprehensive conceptual framework uniquely bridged two theories that afford a novel, interconnected and in-depth approach to analyzing how work paradigm shifts reshape the industry. It further broadens the research agenda on WLI, with promising research directions proposed for advancing the understanding of the ever-evolving hospitality and tourism work landscapes.