The cost of ‘cost reduction’: An integrative review of blended workgroups

Blended workgroups, comprising both standard and nonstandard employees, are increasingly used by organisations to reduce costs, however, evidence on their effectiveness has been mixed. This integrative review analyses 96 relevant empirical studies, and organises the findings along three themes: impacts at individual and organisational levels, theoretical perspectives explaining the mechanisms of workgroup dynamics, and contingency factors influencing benefits and costs. Our findings offer four key insights: the importance of composition, the need for a multi-perspective approach, the development of targeted management practices, and the significance of career lifecycle management, all of which have important managerial implications. We suggest five avenues for future research: integrating theoretical perspectives, addressing employee psychological well-being, considering contextual factors, examining temporal changes, and analysing the impact of gender dynamics.