For today's managers, striking a sound work−home balance is an important matter. In this paper we investigate the relationship between organizational culture and work‐to‐home spillover. Two types of organizational culture, supportive and innovative, were compared with regard to work‐to‐home spillover. We measured work‐to‐home spillover with the help of positive and negative work−home interference measures: negative work−home interference was divided into strain‐based negative work−home interference and time‐based negative work−home interference. A total of 418 alumni of two Dutch business schools completed a questionnaire. The data were analysed by means of confirmatory factor analysis and structural equation modelling. Findings showed that a supportive culture explained most of the variance in positive work−home interference and strain‐based negative work−home interference. The relationships between a supportive culture and positive and strain‐based negative work−home interference were fully mediated by flexible work−home arrangements. Flexible work−home arrangements explained the variance in time‐based negative work−home interference, while no relationship was found between supportive culture and time‐based negative work−home interference. Innovative culture was positively related to positive work−home interference and time‐based negative work−home interference. The outcomes suggest that a supportive culture, expressed in flexible work−home arrangements, can enhance positive spillover from the work domain to the home domain and diminish negative spillover. We suggest that improving the work−home interface may attract and retain valued managers.