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The purpose of this paper is to explain why entry-level job applicants intend to leave their home country to work abroad by adopting the framework of country embeddedness (i.e. career and community embeddedness).

Hypotheses are tested using survey data of a sample of prospective healthcare entry-level job applicants (i.e. last year medical students) using hierarchical regression analyses and bootstrapping procedures.

Results show that, first, home country career and community embeddedness are negatively associated with self-initiated expatriation intention (SIE-intention). Second, developmental feedback reduces SIE-intention. This relationship is at least partly due to increased home country career embeddedness. Third, national identity reduces SIE-intention. The relationship is at least partly due to increased home country community embeddedness.

This paper advances the understanding of SIE by focusing on home country factors associated with the decision to work abroad, whereas the majority of current research mainly considers host country variables.

It is widely accepted that expatriates have career expectations and motivations for working abroad that differ according to whether their posting is self-initiated or assigned by their employer. These factors also affect organisational embeddedness in the host country organisation. The purpose of this paper is to analyse job effort and career satisfaction in expatriates working for foreign organisations and investigates how these concepts depend on expatriates’ initial career plans and motivations for working abroad.

Data were collected from two groups: managers of assigned expatriate workers and self-initiated expatriate workers. The surveys assessed workers’ motivations for going abroad, and differences between the two groups were compared by analysis of variance (ANOVA). A partial least squares (PLS) analysis was used to assess the effect of motivation on job performance.

There were positive relationships between the degree of organisational embeddedness in institutions abroad and job performance and career satisfaction. Perceptions of embeddedness depended on workers’ mindsets regarding their career ambitions.

This paper shows that self-initiated and assigned expatriates (AEs) require different staffing strategies, since variation in their motivations to go abroad are likely to affect their job effort in host organisations.

By linking expatriate motivation to go abroad with job performance and career satisfaction, contributions are made to the discussion of the differences between self-initiated and AEs.

Based on career construction theory and job embeddedness theory, the aim of the present study is to give insights into the interplay between transformational leadership and perceived career success by examining the indirect effects through serial mediation of career adaptability and job embeddedness, respectively.

A quantitative approach was used for this study. Data were gathered from 469 nurses working in government hospitals in Saudi Arabia. Hypotheses were tested using structural equation modeling.

The results show that transformational leaders enhance perceived career success. Moreover, the relationship between transformational leadership and perceived career success is serially mediated by career adaptability and job embeddedness.

The role of leadership in promoting employee's perceived career success has been seldom studied in the literature. This is the first study of its kind to examine the effect of transformational leadership on nurses' perceived career success along with the mediating roles of career adaptability and job embeddedness.

The purpose of this paper is to re-examine the moderating effect of career stage on the relationship between job embeddedness and innovation-related behaviour (IRB).

Data were collected from a sample of 310 Chinese media organisation employees and were analysed using moderated structural equation modelling.

Career stage significantly moderated the relationship between job embeddedness and IRB; individuals who experienced high job embeddedness in their early career stage were found to be engaged in more IRBs than those who experienced low job embeddedness in their early career stage. Moreover, the author also found that individuals who experienced high job embeddedness at mid-late career stages were less engaged in IRB, as compared to those at earlier career stages.

These findings contribute to the understanding of the relationship between employee job embeddedness and IRB at different career stages. The findings are limited by the cross-sectional nature of the data.

This study demonstrates that individuals at a mid-late career stage may define their work roles differently to those at an early career stage. Employers often expect individuals in the mid-late career stage to facilitate the work of others and to assist junior colleagues in their professional growth (Super et al., 1996).

This paper aims to examine a moderated mediation model for answering how and why work meaningfulness influences career satisfaction through job embeddedness as an intervening mechanism. There is also an investigation of how work-based social support from supervisors and co-workers are contingent upon such effect.

Data were collected from 1,137 accountants in various disciplines from one of the largest corporations in Thailand, including its numerous subsidiaries and joint ventures. The hypotheses were tested and analyzed by means of structural equation modeling, hierarchical regression and a bootstrapping procedure.

The results reveal that the direct relationship between meaningful work and career satisfaction was partially mediated by job embeddedness. Perceptions of supervisor and co-worker support were found to have moderating effects on meaningful work and job embeddedness. However, the conditional indirect effect was only confirmed for supervisor support.

The generalizability of the findings may be narrow due to the nature of the sample, which involved only one occupation. Future research may expand the generalizability by considering different vocations, business contexts and industries.

This study offers important implications to researchers and practitioners by highlighting that an integrative model of organizational factors should be considered in managing human resources.

This research is among the initial attempts to extend relevant knowledge in the fields of meaningful work and job embeddedness by identifying organizational mechanisms that amplify the structural relationship.

The purpose of this paper is to extend research on fun in the workplace by focussing on its relationship with job embeddedness among Millennials. This research examined the influence of four dimensions of fun, including fun activities, manager support for fun, coworker socializing, and fun job responsibilities, on embeddedness. In addition, this research assessed the impact of fun relative to other aspects of the employment experience.

Data were obtained from 234 full-time working Millennials via survey methodology.

Fun job responsibilities were the most dominant predictor of embeddedness followed by perceived career opportunities and praise and rewards. The other dimensions of fun accounted for significant variance in embeddedness, yet their influence was more modest.

The research demonstrated that fun plays a role in enhancing Millennials’ embeddedness, accounting for significant additional variance beyond other important aspects of the employment experience. At the same time, some aspects of fun were more dominant predictors of embeddedness than others, and other aspects of the employment experience were more dominant predictors than certain aspects of fun. These findings should be interpreted in the context of the primary limitation that the data were cross-sectional.

Workplace fun may play a role in enhancing embeddedness, but organizations should not lose sight of other human resource management practices.

The present study examined the role of workplace fun in a more nuanced perspective by examining its relationship on embeddedness relative to other important constructs.

The purpose of this study is to examine the determinants of career satisfaction of professional accounting returnees who have studied and/or worked abroad and then returned to work in different types of international workplaces in their home country.

A survey of professional accounting returnees in Vietnam was undertaken and multiple regression analysis was applied to test the proposed relationships.

This study finds that career satisfaction is affected by career fit, career sacrifice, types of international workplaces (domestically headquartered firms versus globally headquartered firms) and cross-cultural work readjustment. Further, cross-cultural work readjustment partially mediates the effect of career fit and career sacrifice on career satisfaction.

The research provides the basis for designing career-related employee experiences to support career satisfaction of professional accounting returnees.

This study integrates dimensions of career embeddedness with cross-cultural work readjustment and employee experiences, which are normally studied separately, in different types of international workplaces. It contributes to the limited research on contributors to well-being in the form of career satisfaction among professional returnees in an emerging economy.

The purpose of this paper is first, to overview the current research situation on job embeddedness (JE), including the theoretical underpinning of JE, the definition and dimensions of JE, its comparisons with similar constructs, and its global and composite measure; second, to intergrate the unfolding model, JE and image theory to better understand voluntary turnover – and indicate future research directions.

An extensive literature search covering several separate electronic databases, including ScienceDirect, EBSCO, Kluwer and Emerald, was conducted. Most of the articles can be acquired online from The University of California Riverside. The validity and reliability are compared between global and composite scales. The authors summarized and categorized the findings of current research.

JE can be differentiated from those similar constructs and measures already in the literature. Almost all of the studies on JE have found that it predicted voluntary turnover better than job attitudes and perceived ease of movement from traditional models of turnover. Along with extended research on it, JE was disaggregated into two major sub‐dimensions, namely, on‐the‐job and off‐the‐job embeddedness, and it has been extended to occupational and career level.

In this paper, the authors use qualitative methods to evaluate the current studies on JE, only. Meta‐analysis, as a reviewing method, should be used in future research on clarifying the relationships between JE and other constructs in organizational behavior.

This research reviews almost all of the studies on JE from 2001 to 2009 and organizes and categorizes them into three kinds: cause, consequence and theoretical extension. The authors also summarize its relationships with other constructs (e.g. turnover, turnover intention, organizational commitment, organizational citizenship behavior) in various settings. Finally, based on discussion, the authors indicate future research directions.

The purpose of this paper is to develop a measure of occupational embeddedness.

The construct of occupational embeddedness was defined in terms of the forces that bind people to their occupation. Then a four‐part study was conducted to develop a measure of it.

In Part 1, items were developed and judgmental evidence for their content validity was generated. In Part 2 the initial psychometric characteristics were examined. The results supported the internal consistency reliability and factor structure of the measure. In Part 3, Part 2 was replicated and showed that occupational embeddedness had a negative relationship to occupational withdrawal intentions. In Part 4 a confirmatory factor analysis was conducted to demonstrate that occupational embeddedness was distinguishable from occupational commitment. The paper also found that occupational embeddedness was correlated with occupational commitment but not social desirability. In addition, the paper found that it accounted for incremental variance in occupational withdrawal intentions beyond occupational commitment.

Limitations include the fact that occupational withdrawal intentions rather than actual behaviors were measured. Overall, the results suggest that the new measure has sound psychometric qualities, and adequate discriminant, convergent and predictive validity. The paper concludes that use of the measure may contribute to the prediction/understanding of career withdrawal.

A new measure of a construct that may be used to complement existing research and measures of work‐role attachment was developed.

Organizational embeddedness of employees who are experiencing their work as a calling is of high relevance. Understanding what promotes staying in organizations can provide benefits for individuals with a calling while at the same time helping organizations to retain those valuable employees. Therefore, the purpose of this study was to investigate how and when experiencing work as a calling relates to organizational embeddedness (OE). Based on assumptions from the theory of work adjustment (TWA), the authors hypothesized a conditional effects model with feedback from others and role clarity as moderating variables.

For this longitudinal study, the authors collected data at two measurement time points (N = 553). To tests the hypotheses, the authors performed hierarchical regression analysis. Additionally, the authors conducted simple slope tests to calculate the effects of calling on OE, depending on the different levels of the moderators.

The results indicated that higher levels of experiencing a calling are associated with higher levels of OE 18 months later while controlling for the initial levels of OE. Additionally, the moderation analysis revealed that feedback from others and role clarity strengthened the relationship between experiencing a calling and OE. Interestingly, for individuals with low feedback from others and low role clarity, experiencing a calling was not related to OE.

Addressing recent research calls that highlight more research on boundary conditions and diverse theoretical perspectives, this study contributes to the literature on calling and organizational retention and provides a more individual and career-related view of potential predictors of OE.