Balancing work and family roles are increasingly challenging as organizations face growing demands for employee availability. To address this, Family-Friendly Organizational Cultures (FFOC) have emerged as key mechanisms for supporting work-family integration. While previous research has predominantly focused on trickle-down effects, where supervisors influence subordinates, limited attention has been given to trickle-up effects, where subordinates influence their supervisors. This study investigates both trickle-up and trickle-down effects of FFOC perceptions on family performance and turnover intentions within supervisor-subordinate dyads. Using the Actor-Partner Interdependence Model (APIM) and data from 279 dyads in Peru, a hierarchical, family-centric cultural context, results show that subordinates' perceptions of FFOC enhance their own family performance and that of their supervisors, reducing turnover intentions. Similarly, supervisors' perceptions improve their own family performance and indirectly influence subordinates’ turnover intentions. These findings challenge traditional top-down assumptions, emphasizing the bidirectional influence of FFOC and the role of cultural context in shaping work-family outcomes. Keywords: Family-Friendly Organizational Culture, trickle-up, trickle-down, family performance, turnover intentions, APIM, social learning theory, Peru.
