Sources and Management of Conflict in Blended Organizations

Abstract

The integration of nonstandard (temporary) workers into an organization is called a “blended workforce,” and such an arrangement is a breeding ground for potential conflict. Until very recently, much of the research on nonstandard workers has been limited to exploring those in low-wage positions requiring limited skills and the detriments of such working arrangements. However, with advances in technology that allow working from remote locations and the desire of firms to more quickly adapt to changes in the market, the role of high-skill, high-wage nonstandard workers is steadily growing. Pondy (1967) proposed that conflict episodes are composed of five possible stages: latent, perceived, felt, manifest and the aftermath. These conflict stages provided the framework for the consideration of conflict in blended organizations. Through an extensive literature review of nonstandard workers, this research determined six potential areas of latent conflict in blended organizations. Next, the research determined if those areas of latent conflict move into advanced stages of conflict within blended organizations that integrate high-end nonstandard workers. Finally, the research explored how those conflicts that emerge from the use of a blended workforce are managed.