Towards a Dynamic Model of the Psychological Contract

This paper presents a dynamic perspective in which the psychological contract is treated as a structured set of beliefs that are held by individual employees about the mutual obligations of the organization as employer and themselves as employees. This set of beliefs is assumed to produce a state of commitment to the organization in which the employee is willing to accept work roles and tasks offered by the organization, and to carry them out in accordance with certain standards. The dynamic model that is presented can help to explain why the commitment of employees remains relatively stable over time, and why it may suddenly decrease or increase under circumstances that are perceived as critical by the employee. The model assumes that the employee's evaluation of the organization's behavior changes over time, but that the structure of the psychological contract and the associated commitment change only when certain limits are overstepped. This perspective on changes in the psychological contract transforms the concept into a powerful construct that may lead to fruitful research on the dynamics of organization‐employee relationships. Implications for future research are discussed.     

Work ties beget community? Assessing interactions among transnational private governance organizations in sustainable agriculture

Transnational private governance organizations (TPGOs) set standards for various sustainability issues and industries. TPGOs individually address only facets of larger problems such as land conversion, and competition among TPGOs also affects TPGO governance, meaning coordination across their activities can be required. Studies have shown that ties between TPGOs and other organizations facilitate information sharing, coordination and socialization. A systematic analysis of the structure of such ties, however, is lacking. Using the employment ties of staff and governors, we analyse the inter‐organizational communities of TPGOs that focus on agriculture. Our findings cast doubt on the existence of a coherent community of sustainable agricultural TPGOs: very few communities involve multiple TPGOs. While TPGOs with a similar product focus may form links with similar organizations, there are few direct and indirect ties among TPGOs. Researchers should therefore be cautious about assuming that a TPGO policy community crossing organizational and policy divides currently exists.