Flexible work arrangements (FWAs) are often written into company policies to demonstrate organisational sensitivity to potentially difficult interfaces between employees' work and non‐work domains. The current research investigated employees' use of FWAs and relationship to work engagement, with turnover intentions and psychological strain also used as criterion variables for comparison purposes. A heterogeneous sample of Australian employees (N = 823) responded to two waves of data collection separated by a 12‐month interval. It was expected that supportive aspects of organisational culture would be consistent with increased employee utilisation of FWAs, high work engagement, low turnover and low levels of psychological strain, and the opposite would be found for hindering aspects of organisational culture. It was also expected that supportive organisational culture would demonstrate an enduring effect over time. In general, research findings supported these hypotheses. However, the research also identified a negative relationship between use of FWAs and work engagement over time. This suggests that take‐up of FWAs is highly dependent on workplace cultural norms. The implications of these results are discussed.