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Questioning the assumption that contingent work arrangements reshape organizations and relationships

Jeanette Lemmergaard (Department of Marketing & Management, University of Southern Denmark, Odense M, Denmark)

Team Performance Management

ISSN: 1352-7592

Article publication date: 23 August 2011




The purpose of this editorial is two‐fold: first, to provide an overview of team‐related issues in the particular realm of contingent work arrangements, and second, to introduce the collection of articles encompassing this special issue.


The editorial is a general literature review that provides the readers of this special issue with a broader scholarly literature framework. The editorial also provides a historical context of the field. First, the phenomenon of contingent work arrangements is discussed. Second, attention is given to identification of major strategic factors, which have been contributing to the growth of contingent work arrangements. Third, team‐related issues of differentiation, integration, and cooperation are discussed.


The overview of research in the area of contingent work arrangements demonstrates that such work arrangements are diverse in their contractual structure. The rationale for which organizations use contingent work arrangements are diverse, as are the reasons why employees undertake such work outside the scope of the traditional employment model. Research in this area has grown primarily with the focus on economic, legal, and social factors influencing the expansion of non‐standard work arrangements. Less research is found in the area of individual, managerial, and organizational consequences of this expansion.


This editorial – and the special issue in particular – gives attention to understanding the array of experiences associated with contingent workers with the purpose of accumulating theoretical knowledge in this field, but also – and perhaps more importantly – to add to the transition from evidence‐based knowledge to practical advice.



Lemmergaard, J. (2011), "Questioning the assumption that contingent work arrangements reshape organizations and relationships", Team Performance Management, Vol. 17 No. 5/6, pp. 244-254.



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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