Works
- Determinants of employment externalization: a study of temporary workers and independent contractors, Administrative Science Quarterly 38(2), 195 to 223, 1993
- Happy together? How using nonstandard workers affects exit, voice, and loyalty among standard employees, Academy of Management Journal 46(4), 475 to 485, 2003
- Mixing standard work and nonstandard deals: the consequences of heterogeneity in employment arrangements, Academy of Management Journal 49(2), 371 to 393, 2006
In Organizational Structures
Known for
Research on externalized and contingent employment.
Ideas
Determinants of employment externalization. Temporary workers and independent contractors are used for different reasons; training, oversight, bureaucratization, size, and skill needs reduce temporary use, while fluctuating needs raise both. Caveat: One cross-sectional survey.
The costs of a blended workforce. With Broschak and George, found that blending standard and nonstandard workers in the same jobs worsened manager and employee relations, decreased standard employees' loyalty, and raised their interest in leaving and in unionizing. Caveat: A study of standard employees whose sample is not confirmed. Read in its abstract only, which gives no sample.
In this section, “read” means read by the Organizational Structures series: where a line says a work, or part of one, was not read, the series did not read it.