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Self-service technologies (SST) have become more and more pervasive in retail to facilitate autonomous checkout. In this context, customers play an active role and, as such, can be considered as “partial employees.” Partial employees have to perform a wide range of tasks, get rewarded for their work and need to understand the terms of the exchange, all without being subject to a formalized contract. In this research, the authors suggest that partial employees go through a process of organizational socialization that allows them to define the psychological contract they hold with the organization.

In order to investigate the psychological contracts of partial employees, 324 Canadian customers using SST completed an online questionnaire, in which their SST use, psychological contract fulfillment and organizational socialization were measured.

Descriptive analyses highlight that customers as partial employees build a psychological contract with their most frequent retailer, as they perceive not only retailer inducements but also their own contributions. Multiple linear regressions suggest that organizational socialization favors psychological contract fulfillment, but that specific dimensions of organizational socialization are important for employer inducements vs. employee contributions. Moreover, results suggest that the frequency of use of SST as well as the patronage positively predicts psychological contract fulfillment.

This research investigates a specific situation of unconventional employment – that of customers as partial employees with organizations. It contributes to the literature on the psychological contract by broadening its application to new relations and to the literature on customer management by reemphasizing the relevance of the psychological contract in this domain.

This paper aims to uncover how employees make sense of the implementation of holacracy in their organization.

Our research is based on a case study of a Swiss SME (of 160 employees) that is about to implement a holacratic mode of governance. Data was collected using questionnaires (completed by 57 employees) and 12 interviews.

At the level of individual, team and organization, driving forces toward implementing holacracy are stronger than restraining forces.

Implementing holacracy requires careful planning, detailed communications, strong support and training of employees by managers to ensure that they are less fearful of holacracy’s structures and more positive and understanding of its benefits.

This study contributes to a better understanding of holacracy and employees’ sensemaking of the added value of this unconventional structure.

The purpose of this paper is to explore the implementation of self-service technologies (SST) in two competitors and unravel the process of change in two related setups, offering a comparison as well as an association of cases.

The paper is based on two extensive case studies of SST adoption by leading retailers in a Western European country. The analysis is based on a material-discursive approach using Greimas actantial model to identify actors’ roles in the implementation process.

Results highlight the key role of technology and organizational identity as legitimizers of the change process. The findings also emphasize the role of competition in justifying change.

Due to the specific situation of the market in the country of study (both retailers share 70 percent of the grocery market), this research offers a textbook example of the role of competition in technological change. This helps to understand the role of competition in technological change.

This study explores the implementation of SST in two competitors and unravels the process of change in two related setups, offering a comparison as well as an association of cases.