Working hours play a crucial role in the life, health, and well-being of workers. Concerning irregular working hours, the recent Fifth European Working Conditions Survey (1) shows that night work is carried out by 19% and shift work by 17% of all workers in Europe. More than half of the total workforce works at least one day during the weekend and 21% works "on call". The health effects of night and shift work have been a popular and important area of research within Scandinavian Journal of Work, Environment & Health (eg,[2][3][4], including new and interesting data and a consensus statement on shift work and breast cancer (5) published in this issue (5-8). As working times are becoming increasingly irregular and flexible, their associations with work-life balance, work satisfaction, mental health, and productivity are of growing interest.Regarding worktime flexibility, the literature distinguishes between company-based and employeeoriented flexibility (9-13). The former refers to "the need of employers to extend, modify, or reduce work hours according to client or production needs" (10, p503). Shift work and mandatory overtime are well-known examples. Employee-oriented worktime flexibility refers to autonomy regarding working times with the aim of meeting employee needs (14). A similar construct is worktime control (WTC): "an employee's perception of his/her possibilities to control the duration, position, and distribution of his/her working times" (10, p503). WTC refers to self-determination of worktime aspects such as starting and ending times of the work day, breaks, days off, vacations (9), and control over whether, when and how much to work overtime (15). The distinction between company-based and employee-oriented worktime flexibility is helpful but one must bear in mind that a clear distinction is not always possible: although scholars tend to present WTC as a form of employee-oriented flexibility, it may also be implemented to advance organizational needs, such as higher work motivation and productivity and lower absenteeism and turnover of valued employees (16).Applications of worktime flexibility are by no means new phenomena. Company-based shift work has been a health issue in Europe since the end of the 19 th century (17). WTC was pioneered at a German company in 1967, in the form of "gliding time" (cf. flextime). This early experiment resulted in favorable organizational outcomes and, from 1970 onwards, flextime spread in West-European countries (18). Yet, until the late 20 th century, patterns of work schedules remained quite uniform, and work hours were still mainly determined by the employer with limited freedom on the part of employees (11,18). During the 1990s, major trends towards enhanced employee-oriented WTC emerged. This was a reaction to the louder call for "healthy work" and the rising labor participation of women and associated challenges regarding successfully combining work and family (11).In the 21 st century, the trend towards more flexible worktime practices continues. Many organi...