Uncovering Missing Voices: Invisible Aspects of Idiosyncratic Deals (I-Deals)

Abstract

To provide context for this special issue’s eight articles, we review the lenses adopted in i-deals research and its findings and then address under-studied aspects of i-deals. Part of the societal trend toward customization of employment arrangements, the i-deals workers negotiate for themselves are the subject of a growing body of research. We observe that i-deals research investigates both antecedents and consequences of i-deals at levels from the individual and dyad to team and organization. Numerous theories have been applied to explain i-deal phenomena beginning with social exchange theory in its initial research to social comparison and diverse theories regarding human needs and values. Employers are known to use i-deals to attract, motivate, and retain workers, while employees pursue i-deals to better their work lives and career opportunities. Although the positive effects of i-deals for organizations and i-dealers alike are well-documented, potential negative effects are under-studied. Moreover, white collar workers in developed countries are the recurrent focus in i-deals research to the neglect of other occupations and societies. In this article and special issue, we seek insights regarding understudied aspects of i-deals to deepen investigation into their myriad manifestations and effects.

Understanding the negotiation and performance effects of idiosyncratic deals: Test of a moderated mediation model

“…location and scheduling). Prevalence of i-deals have been noted to stem from individualization of work, and the changing contours of the employment relationship as employees and their organizations pursue their respective goals and needs in an increasingly uncertain and complex environment (Bal and Lub, 2015; Simosi et al, 2023). While their prevalence reflects the increasing differentiation of the workforce it also suggests that a growing number of organizations evidence the simultaneous use of standardized HR system with its focus on consistent treatment of employees alongside individualized HR practices, which reflect flexibility in meeting individual goals and needs (Kroon et al, 2015).…”

Are Both I-Deals? The Mediating Role of I-Task and I-Incentive in the Relationship between Supervisor Support and Employees’ Silence and Voice

“…I-deals refer to ''special conditions of employment negotiated between an individual employee and his or her employer'' (Rousseau, 2005, p. 7). In other words, in negotiating an I-deal, employees attempt to align their own needs with the requirements of the organization in the form of a tailormade arrangement in their employment conditions that matches optimally with their lives (Kroon et al, 2015;Simosi et al, 2023). While some I-deals can be as narrow as a single request (i.e., working on a specific project), others concern the idiosyncratic negation of one's entire employment contract (Davis & van der Heijden, 2018;Rousseau, 2005).…”

“…While some I-deals can be as narrow as a single request (i.e., working on a specific project), others concern the idiosyncratic negation of one's entire employment contract (Davis & van der Heijden, 2018;Rousseau, 2005). Overall, when employees make a personalized negotiation(s) with their organization, the I-deal is expected to help employees satisfy requirements for customized work arrangements in line with their needs while simultaneously helping the organization to attract, 1 Universidad de Santiago de Chile, Chile 2 Universidade de Lisboa, Portugal 3 Radboud University, The Netherlands 4 North-West University, Potchefstroom, South Africa motivate and/or retain valuable employees, who in turn can distinctively add to an organization's viable and competitive interests (Anand et al, 2022;Collings & Mellahi, 2009;Las Heras et al, 2017;Lee et al, 2022;Liao et al, 2016;Simosi et al, 2023).…”

Leveraging digital transformation and agile slack to integrate team‐level I‐deals with strategic agility for enhancing international performance

“…Third, studies have uncovered intermediate mechanisms between I‐deals and outcomes distinct from social exchanges at the individual level (Hornung et al, 2014; Liu et al, 2013). Recent research has acknowledged that I‐deals do not exist in a vacuum (Simosi et al, 2022), and I‐deals recipients are frequently embedded in teams that may be impacted differently by such deals. Preliminary evidence suggests that the number of I‐deals within a team can impact its performance (Anand et al, 2022).…”