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Journal of Business Economics

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01-09-2013 | Original Paper

Cooperation despite contingency: what accounts for cooperative behaviour of contingent managerial workers?

Author: Irma Rybnikova

Published in: Journal of Business Economics | Issue 8/2013

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Abstract

Previous empirical results have revealed two particular mechanisms influencing cooperative or extra-role behaviour of contingent employees. These are the mechanism of instrumentality, mainly driven by contingent employees’ desire for a permanent position, and the mechanism of social exchange, based on the ‘norm of reciprocity’ (Gouldner in Am Sociol Rev 25:161–178, 1960) between employer and employee. For the most part the cooperative behaviour studied among contingent workers has been restricted to non-managerial positions. But is it also possible to transfer these mechanisms to contingent employees in managerial positions? A quantitative study of contingent (self-employed) workers in managerial positions (also called ‘interim managers’) was carried out among 133 German interim managers. The results of regression analysis reveal that social exchange as well as instrumentality mechanism can facilitate cooperative behaviour of contingent employees in managerial positions. However, the aspects of social exchange, especially task autonomy, seem to be more relevant to the cooperative behaviour of these individuals.

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From January 2013, the Zeitschrift für Betriebswirtschaft (ZfB) is published in English under the title Journal of Business Economics (JBE). The Journal of Business Economics (JBE) aims at encouraging theoretical and applied research in the field of business economics and business administration, promoting the exchange of ideas between science and practice.

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Title: Cooperation despite contingency: what accounts for cooperative behaviour of contingent managerial workers?
Author: Irma Rybnikova
Publication date: 01-09-2013
Publisher: Springer Berlin Heidelberg
Published in: Journal of Business Economics / Issue 8/2013
Print ISSN: 0044-2372
Electronic ISSN: 1861-8928
DOI: https://doi.org/10.1007/s11573-013-0672-6

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Shades of gray: effect of external work arrangements on firm performance under operational and strategic contingencies

The linkage between human resource practices and organizational ambidexterity: An analysis of internal labor market dynamics in a port-of-entry context

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