The Emerging Liquid IT Workforce: Theorizing Their Personal Competitive Advantage

In this paper we aim to contribute to a better understanding of an emerging phenomenon of ‘liquid workforce’, which according to industry press, is rapidly growing. Our specific focus is on the broad research questions: How do liquid IT workers remain competitive? What are suitable strategies for their management and engagement? Using the research insights from the interviews with independent liquid IT professionals working on the same mission-critical compliance program in a large financial institution, we propose a new conceptual model of their ‘personal competitive advantage’ (PCA). Drawing from the theories of human capital and social capital, we theorize PCA as a complex, mutually enhancing (a triple-helix-like) interplay of three highly-intertwined components of ‘Doing’, ‘Relating’ and ‘Becoming’. Based on the proposed model, we then articulate an initial set of strategies for management and engagement of the liquid workforce. In doing so, we expand and challenge the current IS research on IT workforce that remains focused on its retention and prevention of turnover. Instead, we propose to focus on specific management strategies for building and maintaining social capital within and beyond organizational boundaries.