First Quarter 2021 | Volume 30 | No. 1


Strategic Benefits: How Employee Benefits Can Create a Sustainable Competitive Edge

Benefits are generally not viewed strategically although they can have considerable impact on the attitudes and behaviors of employees and the organization, all of which can affect an organization’s sustainable competitive advantage. Mechanisms through which benefits can have a strategic impact include affecting organizational level factors such as costs, identity and reputation as well as affecting employee attitudes and behaviors.

First Quarter 2021 | Volume 30 | No. 1


Strategic Benefits Management: What We Think, What We Know and What We Need to Know

Organizations have been aggressive and prolific in their adoption of employee benefits features. During the past two decades, a two-prong pattern of decisions has developed. On the one hand, a menu of flexible benefits and work arrangement options ...

First Quarter 2021 | Volume 30 | No. 1


Strategic Benefits to Help Survive and Thrive in Times of COVID-19

The COVID-19 pandemic upended the essence of managing and engaging employees. Some effects of the pandemic may be short term, but experts argue that the pandemic hastened the digitization of work and the use of flexible working hours and remote work.

First Quarter 2021 | Volume 30 | No. 1


Strategic Idiosyncratic Deals (I-Deals) Policy: Individually Negotiated Arrangements as an Alternative Approach for Delivering Customized Benefits

Many managers informally tailor discretionary benefits arrangements (e.g., telecommuting, flexible work schedule) to fit individual employees’ preferences. These customized arrangements typically take the form of individually negotiated arrangements (known in management research as idiosyncratic deals or i-deals).

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