The influence of independent contractors on organizational effectiveness: A review

Flinchbaugh, Carol; Zare, Mortaza; Chadwick, Clint; Li, Pingshu; Essman, Spenser

doi:10.1016/j.hrmr.2019.01.002

Cited by 21 publications

(26 citation statements)

References 95 publications

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“…First, the term does not refer to a legally defined entity, which leaves room for broad interpretations (Wynn, 2016). Moreover, new types of employment contracts, such as contracting self-employed employees (Flinchbaugh et al, 2020), posting work on platforms (Duggan et al, 2020), or engaging employees as shared owners (Wynn, 2016), erode the boundaries between employers and employees. Rather than speaking of employment relations, speaking of work relationships or work arrangements seems more accurate.…”

Section: Delineating the Phenomenonmentioning

confidence: 99%

“…Subcontracted networks exist when an entrepreneur wants to expand his or her business without having to deal with the hassles of tenured employees (Klaas et al, 2005). Subcontracted constructions include freelancing, on-demand gig work, agency work and pay rolling (Cappelli & Keller, 2012;Flinchbaugh et al, 2020;Guerci et al, 2015). Here there is no formal employer-employee relationship other than a contract in which a certain amount of labour (in hours or output) is exchanged for income (Flinchbaugh et al, 2020).…”

Section: Proposition 5bmentioning

confidence: 99%

“…Subcontracted constructions include freelancing, on-demand gig work, agency work and pay rolling (Cappelli & Keller, 2012;Flinchbaugh et al, 2020;Guerci et al, 2015). Here there is no formal employer-employee relationship other than a contract in which a certain amount of labour (in hours or output) is exchanged for income (Flinchbaugh et al, 2020). By outsourcing all investments in personnel other than pay to the subcontractor, the focus of control is on work output.…”

Section: Proposition 5bmentioning

confidence: 99%

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HRM in 21st century small organizations: a midrange typology to describe, contrast and contextualize the phenomenon

Kroon

Paauwe

2021

The International Journal of Human Resource Management

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The diversity of practices observed in small enterprises demands a new evaluation of HRM with respect to its phenotypes and functions. By bringing HRM back to its functional requirements as represented by the need to control the human side of work as well as the differentiation and integration of tasks, we develop a configurational model of eight ideal types of HRM, that resonate in previous research as well as in emerging organization types in the networked economy. Based on varying positions along the hierarchy, formalities and input-or output-oriented dimensions of control, we discern craft employers, traditional owner-managers, and strategic-, knowledge-, and bleak house entrepreneurs from subcontracted work, alliances and partnerships. Because control serves as a bridge between agency and structure, the proposed classification offers an analytical starting point for detecting, describing, contrasting, comparing and contextualizing empirically observed HRM configurations in a broad diversity of small enterprises. The approach offers a mid-range theory, which allows for generalization across small enterprises without the risk of losing peculiar responses to enacting HRM.

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Section: Delineating the Phenomenonmentioning

confidence: 99%

Section: Proposition 5bmentioning

confidence: 99%

Section: Proposition 5bmentioning

confidence: 99%

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HRM in 21st century small organizations: a midrange typology to describe, contrast and contextualize the phenomenon

Kroon

Paauwe

2021

The International Journal of Human Resource Management

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“…Contracting is a specific arrangement within the wider rubric of nonstandard work that is characterized by longstanding debates surrounding definition, role, legitimacy, and consequences (see e.g., Harper, 2019; Koppel & Kolencik, 2018; Leighton & Wynn, 2011). Despite such controversies, it is an arrangement that is impossible to ignore and is widely accepted as an integral part of the dynamic and changing world of work (Eurofound, 2018; Flinchbaugh, Zare, Chadwick, Li, & Essman, 2020; ILO, 2018; OECD, 2019a). Here, the employer push in adopting such practices is often explained as a growing strategic interest which sees labor as a “variable” rather than a “fixed” operating cost.…”

Section: Contracting and The Changing World Of Workmentioning

confidence: 99%

“…This accords with the suggestion of Cascio and Boudreau (2017, p. 516) that there is “much to learn about the cognitions and attitudes of nonstandard workers.” It also addresses calls to understand the distinct nuances of a specific segment of the nonstandard workforce, the IPro (Cappelli & Keller, 2013; Spreitzer et al, 2017). The need for an agentic perspective is reinforced in the recent meta‐analysis of 66 articles examining the organizational effectiveness of using contractors by Flinchbaugh et al (2020) who suggest that the “importance of contractors' identity processes in the contractor‐organizational effectiveness relationship warrants the need to study them separately from other nonstandard workers and across different levels of analysis.” It also resonates with the call by Sparrow (2019) to move beyond the traditional meso (organizational) level of analysis and to also undertake individual‐level research.…”

Section: Contracting and The Changing World Of Workmentioning

confidence: 99%

Independent professionals as talent: Evidence from individual views of working as a contractor

McKeown

Pichault

2020

Human Resource Management

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In this article we challenge the assumption that independent professionals (IPros), that is professionals who work as contractors, freelancers, and self‐employed individuals, are not within the remit of talent management (TM) theory and practice. The TM literature is almost exclusively focused on traditional employees and largely ignores the external workforce, even if like IPros, they epitomize high‐value talent. Moreover, much of the TM literature takes an organizational perspective while the individual perspective remains marginal. Advancing the notion of institutional factors in the macro environment suggested by King and Vaiman, we draw on interviews with 52 IPros in two contrasted institutional contexts to provide an agentic view of TM from outside of the standard employment relationship. Our findings reveal the importance of volition, emotional stability, internal locus of control, and self‐efficacy play in IPros effectively managing personal TM strategies. These strategies allow IPros to overcome the empowerment/powerlessness tensions Daubner‐Siva et al. call the “talent paradox.” Importantly, the results do not vary between the two national contexts, suggesting that embracing a “total TM” strategy, attentive to the personal characteristics of talent, regardless of the regulatory issues linked to employment status, will produce superior outcomes for all.

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Gig work and gig workers: An integrative review and agenda for future research

Wu,

Huang

2024

J Organ Behavior

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SummaryGig workers have become an important component of the contemporary workforce and have generated extensive interest among researchers. The purpose of this article is to provide an integrative review of the literature on gig workers. Consistent with the more recent studies, we adopt a broad definition of gig work, which is characterized by the temporary nature of the work, project‐based compensation, work flexibility, and non‐membership in an organization. We first discuss the major themes in the literature based on an input–process–output framework. Specifically, we review what factors drive individuals to engage in gig work, how gig work impacts gig workers based on four theoretical approaches, and what outcomes individuals experience as a result of engaging in gig work. Based on the literature review, we highlight six future research agendas. We also discuss practical implications for gig workers, traditional organizations, digital labor platforms, and society.

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The influence of independent contractors on organizational effectiveness: A review

Cited by 21 publications

References 95 publications

HRM in 21st century small organizations: a midrange typology to describe, contrast and contextualize the phenomenon

HRM in 21st century small organizations: a midrange typology to describe, contrast and contextualize the phenomenon

Independent professionals as talent: Evidence from individual views of working as a contractor

Gig work and gig workers: An integrative review and agenda for future research

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