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Past research often relegates the management of the ideal worker's overworking body to the nonwork environment. Reflecting a segmentation approach to managing the boundary between work and nonwork, the nonwork setting is treated as a context for recuperation. Yet, segmentation may, ironically, support the ideal worker image and reinforce the persistence of overwork. Drawing on two-year-long ethnographic studies of yoga teacher training, this paper considers how individuals shift how they manage the boundaries around their bodies. In doing so, we challenge the notion that segmentation of nonwork from work is an ideal boundary management strategy for addressing the negative impacts of overwork. Rather, we suggest that an integration strategy developed in a nonwork community may be productive for breaking the cycle of overwork and recuperation promoted by the ideal worker image and creating a virtuous cycle of activation and release. We bring forward the bodily basis to overwork and conceptualize somatic engagement as a form of engagement through which actors come to connect reflexively with their bodily experience across domains. Relatedly, in revealing how individuals come to connect reflexively with their bodily experience, we elaborate our understanding of the relational phenomena that enhance individuals' somatic experiences across boundaries.

Purpose– The purpose of this paper is to build insight into how the local community impacts an organization's ability to develop an inclusive culture. The paper introduces the concept of inclusion disconnects as incongruent experiences of inclusion between an organization and its community. Then, using the case of teaching hospitals, the paper empirically demonstrates how individuals and organizations experience and deal with inclusion disconnects across the boundaries of organization and community.Design/methodology/approach– A multi-method qualitative study was conducted in hospitals located in the same city. Focus groups were conducted with 11 medical trainees from underrepresented backgrounds and semi-structured interviews were conducted with ten leaders involved with diversity efforts at two hospitals. Data analysis followed an iterative approach built from Miles and Huberman (1994).Findings– The findings demonstrate how boundary conflicts arise from disconnected experiences of organizational and community inclusiveness. Such disconnects create challenges for leaders in retaining and supporting minority individuals, and for trainees in feeling like they could build a life within, and outside of, their organizations. Based on findings from the data, the paper offers insights into how organizations can build their capacity to address these challenges by engaging in boundary work across organizational and community domains.Research limitations/implications– Future research should build upon this work by further examining how inclusion disconnects between communities and organizations impact individuals and organizations.Practical implications– The paper includes in-depth insight into how organizations can build their capacity to address such a deep-rooted challenge that comes from a less inclusive community.Originality/value– This paper contributes to an understanding of how forces from the community outside an organization can shape internal efforts toward fostering inclusion and individuals' experiences of inclusion.

PurposeBlack people, as members of a historically underrepresented and marginalized racial identity group in the workplace, are often confronted with identity references – face-to-face encounters in which their race is referenced by a White colleague in a comment, question or joke. Identity references can be interpreted by a Black colleague in a variety of ways (e.g. as hostile and insulting or well-intentioned, even flattering). Identity references can derail the building of relationships across difference, but under certain conditions may open the door for deeper understanding and connection. The conceptual framework in this article delineates conditions under which an identity reference may elicit an initial negative reaction, yet, when engaged directly, may lead to generative experiences and promote higher connection and learning in relationships across difference.Design/methodology/approachThis article builds theory on identity references by incorporating relevant research on race, identity, diversity, attribution and interpersonal relationships at work.FindingsThe framework identifies a common precursor to identity references and three factors that are likely to influence the attribution a Black person makes for a White colleague's identity reference. It then describes how, based on that attribution, a Black person is likely to respond to the White referencer, and how that response is likely to affect their interpersonal relationship over time.Originality/valueBy explicating how a single identity reference can have significant implications for relationships across difference, the framework deepens understanding of how race affects the development of interpersonal relationships between Black and White colleagues at work. In doing so, this article advances research on race, diversity, workplace relationships and positive organizational scholarship.