The boundaries between work and the private domain are becoming increasingly blurred. Recent studies show that this blurring often coincides with lower levels of individual health and performance. In this context, research has highlighted boundary control - the degree to which a person perceives that he or she is in control of how he or she manages the boundaries between work life and personal life - as a critical resource. However, boundary control has been studied only as an individual-level construct and without consideration of the organizational context, leaving several important questions unanswered: First, it remains to be understood how organizational contexts and factors influence boundary control and to what extent they shape its impact on employees. Second, it is not yet clear whether organizations, at a collective level, also benefit from granting boundary control to their employees. To address these gaps, we draw on conservation of resources theory to develop and test a multilevel model of boundary control in organizations. We propose that both competence-enhancing HR systems and decentralization foster boundary control, which in turn, is expected to promote organizational performance and individual health. Finally, we hypothesize that boundary control becomes more important for employee health in organizations characterized by higher levels of virtual communication. Results from multilevel modeling of multi-source survey data from 8,273 employees and 154 human resource professionals nested in 154 German organizations across several industries and matched with archival performance data confirmed our hypotheses.