When expert identity helps and hurts: a double-edged sword effect of expert identity on adaptive performance among flexibly recruited professionals.

In the context of the rapid growth of the sharing and platform economy, flexible recruitment has become an important way for organizations to access critical knowledge and technical support, enhancing agility and innovation. The adaptive performance of flexibly recruited professionals reflects their ability to adapt to and perform in part-time service organizations, directly affecting the value they create. However, research on its mechanisms remains limited. Drawing on Conservation of Resources (COR) theory, this study views expert identity as a key psychological resource. It can promote work engagement, triggering a resource gain spiral that enhances adaptive performance. Conversely, it may also induce role stress, leading to a resource loss spiral that hinders adaptive performance. Organizational support from the primary organization functions as an important moderating role, strengthening the positive pathway and buffering the negative one. A two-wave survey of high-skilled professionals with flexible recruitment experience yielded 244 valid responses. Regression and structural equation modeling (SEM) analyses supported the hypotheses. This study integrates COR theory into the flexible recruitment context, uncovering dual gain-loss mechanisms of expert identity and enriching the antecedent research on adaptive performance. Practically, it highlights the need for organizations to value such talent and foster positive relationships with their primary organizations to maximize the contributions that flexibly recruited professionals create.