Static and dynamic views of conflict and cooperation in the employment relationship : A new kind of time-based theory with implications for non-standard work forms

Abstract

Purpose

The employment relationship is beset by an incongruous mix of bases for cooperation and conflict. Scholars have attempted to reconcile the simultaneous presence of convergent and divergent interests between capital and labour in several ways and distinctive bodies of theory addressing this matter have emerged. However, to date, attempts to incorporate the role that the passage of time plays in changing the ratio of conflict to cooperation in the employment relationship have mostly been inadequate. This essay presents a theory about this issue based on six tenets. The paper aims to discuss these issues.

Design/methodology/approach

A critical review of existing genres of literature addressing conflict and cooperation in the employment relationship and a conceptual contribution to a perceived generic limitation of these bodies of literature.

Findings

A new conceptualization of the elements causing conflict and cooperation between employers and their employees. The theory presented is modular and mostly compatible with the work of earlier scholars. It has theoretical and practical application and aids in understanding the strategic management consequences of new employment forms when other pertinent variables are held constant.

Practical implications

The paper offers a fresh perspective on new employment forms in particular

Originality/value

A new conceptualization of the elements causing conflict and cooperation between employers and their employees. The new view is not necessarily incompatible with earlier perspectives but does have potential to create genuinely new research paradigms and reframe certain contemporary debates about non-standard work in particular.

Citation

M. Gould, A. and Desjardins, G. (2014), "Static and dynamic views of conflict and cooperation in the employment relationship : A new kind of time-based theory with implications for non-standard work forms", Personnel Review, Vol. 43 No. 5, pp. 780-797. https://doi.org/10.1108/PR-07-2012-0109