* =denotes shared first authorship Acknowledgements: We thank Tammy Allen and other conference attendees for theirhelpful feedback on an earlier version of this paper presented at the International Center for Work and Family 2013 conference. We are also grateful to the anonymous reviewers who gave us insightful suggestions.

Drawing on the perceived work-family fit and balance perspective, this study investigates demands and resources as antecedents of work-life balance (WLB) across four countries (New Zealand, France, Italy and Spain), so as to provide empirical cross-national evidence. Using structural equation modelling analysis on a sample of 870 full time employees, we found that work demands, hours worked and family demands were negatively related to WLB, while job autonomy and supervisor support were positively related to WLB. We also found evidence that resources (job autonomy and supervisor support) moderated the relationships between demands and work-life balance, with high resources consistently buffering any detrimental influence of demands on WLB. Furthermore, our study identified additional predictors of WLB that were unique to some national contexts. For example, in France and Italy, overtime hours worked were negatively associated with WLB, while parental status was positively associated with WLB.Overall, the implications for theory and practice are discussed.

Findings -A framework for conceptualising organizational forgetting. Moreover, the results of the case study analysis include a categorization of organizational forgetting and a set of propositions about their causes.Originality/value -Scientific research on knowledge management has focused on the processes of knowledge creation, use and transfer, but has devoted little attention to the processes of knowledge degradation and destruction.

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Biographical Details:Albert Sune is senior lecturer in strategy and operations management at the Terrassa School of Industrial and Aeronautic Engineering. His academic publications and areas of special interest include the role of management in strategy implementation, organizational learning and change. Albert's recent work focuses on how learning and forgetting processes are involved in organizational change, including change in resources, routines and identity.Jenny Gibb is senior lecturer in strategy at the Waikato Management School who teaches in the areas of entrepreneurial decision making, innovation processes and strategic management. Her research focuses on applying theories from strategic management, networks and more recently social and cognitive psychology to the intersect of the goal setting process and capabilities to address the governance of multi-level actors, including entrepreneurs, managers, groups, firms and alliance constellations.