The Workplace Working Alliance: The Modern Organizational Relationship

Mark A. North and Dylan Jensen

Industrial and Organizational Psychology, 2018, vol. 11, issue 3, 517-522

Abstract: The evolution of organizational working relationships is always a timely discussion, especially in an age where globalization, remote workforces, and most recently artificial intelligence, to name just three, hold great promise but also concern for organizations’ capabilities to build on the strengths of traditional relationship theories while looking forward to and blazing paths toward future relationship theories. We appreciate Chernyak-Hai's and Rabenu's (2018) questioning of the “old” social exchange theory (SET) as a relevant organizing framework and their proposition of a “new” or hybrid workplace relationship theory to reflect today's workforce. In short, Chernyak-Hai and Rabenu practice good science by not throwing out what does not seem to fit but rather helping science evolve into what it needs to become (see Gergen's [2001] great commentary on ill-advised practices of ending traditions when criticisms are levied). We also admire Chernyak-Hai's and Rabenu's willingness to invite “additional organizational behavior [OB] theories” (p. 476) to join the conversation in defining what the new era workplace relationship might look like. With that invitation and a little latitude in what could be defined as “an OB theory,” we propose that the working alliance (WA; Bordin, 1979) be given space in that narrative. The substance of our commentary will describe the WA connection with Chernyak-Hai and Rabenu's new or hybrid theory, principally as it relates to issues regarding (a) tension toward equality and fairness and (b) mutual reciprocity in exchange relationships.

Date: 2018
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