Remote workers have weaker work–life borders and often need to be especially skillful in managing their work–life balance (Fonner & Stache, 2012). Employees can alleviate the negative consequences of domain conflicts by consciously segmenting their professional and private identities (Rothbard & Ramarajan, 2009). Hence, identity negotiation in an online context is vital, and employees need guidance and support (Ollier-Malaterre et al., 2013). Utilizing SMC can enhance employees' abilities to combine work and their personal lives, as completing work does not depend on time and space (Gerdenitsch et al., 2015). SMC at work can also have other positive effects, for example, on employees' work engagement, which translates to family life and increases enrichment from work to family life (Hakanen et al., 2016). In addition, employees’ relatedness to the organization and work community can be higher if they are able to combine private and professional domains and identities (Fieseler et al., 2015; Leonardi et al., 2013). Work–family border theory and previous studies on remote work have shown reasons to hypothesize that those who have intertwined their work and family domains (e.g., by
