From erosion to adaptation? How collective job searches undermine cooperation before, but not after COVID-19

Purpose The purpose of this article is to examine whether collective job search rates in teams undermine employee cooperation. Although cooperation is fundamental to achieving organizational goals, little is known about how collective job-seeking behavior – as an early form of employee withdrawal-affects the social fabric of the workplace. Design/methodology/approach Using unique employer-employee linked data from 2016, 2018 and 2024, this study examines whether collective job searches reduce employee cooperation. By analyzing data from before and after COVID-19, this article is able to examine whether the shift toward remote work and digital collaborations altered this relation. Findings Results show that high collective job search rates significantly reduced employee cooperation prior to the COVID-19 pandemic, but not in the post-pandemic period. This could suggest that new forms of (online) cooperation have made it easier for employees to find each other. Alternatively, employees' interconnectedness might have decreased so much that the withdrawal of co-workers no longer has a noticeable impact on employee cooperation. Originality/value This article is among the first to examine the social consequences of collective job search behavior. Furthermore, it uniquely compares pre- and post-pandemic periods, offering valuable insights into how shifting work environments reshape interpersonal dynamics at work. The article extends theory building and contributes to a deeper understanding of how employee job search behaviors affect team functioning in evolving organizational contexts.