Work alienation through the dialectical lens

Work alienation (WA) is on the rise, especially in today's era of globalization and digitalization. However, its foundational ties to Marx and Hegel's conceptualizations are often overlooked. Despite extensive scholarly examination across disciplines, the conceptualization of WA remains plagued by a lack of consensus concerning its definitions, processes, and operationalizations. This systematic literature review identifies four major definitional approaches and their inherent limitations. First, equating WA with its antecedents diverts attention from its core mechanisms. Second, definition-by-negation leads to an underspecified construct, raising questions about empirical congruence. Third, defining WA through its correlates risks confusing it with different concepts. Fourth, expanding the construct of WA, to include distant constructs with surplus meanings, camouflages WA's essence, hindering a deeper understanding of the phenomenon. To enhance conceptual clarity, this paper aims to clarify WA's definitions, measurements, guiding theories, triggers, ramifications, and coping strategies within organizational contexts. Drawing from Hegel and Marx's dialectical lens, we compose a definition centered on a three-faceted self-other dialectic. Also, we present a three-stage developmental model, illustrating how WA develops and manifests itself as the relationships among the self, others, and work-life contexts evolve. By integrating elements from various management theories, we offer a fresh perspective for new research aimed at preventing WA. By addressing the theoretical and practical challenges that may arise, we emphasize the crucial role of Human Resource Management and team leaders in recognizing and mitigating WA to preserve vital individual, team, organizational and societal resources.