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The purpose of this study was to examine the relationship between career adaptability and career resilience. Alongside, the mediating role of career-management fit was also tested on the relationship between career adaptability and career resilience.

Cross-sectional data were collected from the employees of higher-education institutes via an online survey questionnaire. The partial least square structural equation modeling (PLS-SEM) technique using the SmartPLS application was employed for the data analyses.

Results showed that career-management fit positively mediates the relationship between career adaptability and career resilience. Further, a direct positive relationship between career adaptability and career resilience was also substantiated.

Theoretical implications, managerial implications, study limitations and future research directions are also discussed.

The authors put forward the field by probing the developmental strategy for career resilience. This is because, in academics, career-resilient individuals can better contribute towards academic growth and can also maintain a good life balance (Mishra and McDonald, 2017). Hence, this study, to the best of the authors’ knowledge, is the first to investigate the career-management fit as a pathway bridging career adaptability and career resilience.

The purpose of this paper is to explore accountancy students’ pre‐employment decisions as regards pursuing a career after completing an internship. The paper aims to analyse the mediating effect of aspects of students’ training experience in firms as direct/indirect factors which influence their career decisions.

The data were collected from a class after the students had completed internships and analysed using structural equation modelling (SEM). The aim was to establish a model after nesting the second‐order confirmatory analysis of the data. The final stage was to analyse multiple mediating factors, such as the type of company (TOC) and the students’ opinion of the company.

The interns perceived opportunities for promotion in accounting firms as a long‐term advantage over salary and benefits and as a key criterion for pursuing a career in accountancy. The results indicate that person‐job (P‐J) fit affects students’ career choice more than person‐organisation (P‐O) fit, and that students’ negative opinion of the company environment mediates their intention to pursue a career in the firm after graduation.

The sample size of 121 students was limited by the number of student intake per year and the study was conducted based on per intake. This may limit the generalisability of the results.

The internship coordinators should provide sufficient information to students about the expectations of accounting firms before embarking on them and encourage an open feedback loop when they return from training to improve the internship programmes. Accounting firms, in turn, should prepare comprehensive work schedules that balance out routine administrative work with challenging auditing or tax tasks. These would improve the students’ judgement and lead them to better decisions to pursue the career and reduce turnover.

This study highlights the importance of the transitional career decisions of graduating students as regards pursuing a career in accountancy, and therefore adds to the second cycle of early employment among college graduates in the vocational literature. It also confirms the mediating factors which indirectly affect students’ career decisions and therefore how firms can improve these circumstances for future recruitment.

The purpose of this paper is to review relevant literatures on career success and develop a theoretical framework and testable propositions concerning how human capital, person‐environment fit and organizational support relate to career success. Whilst acknowledging the substantial literature that has accumulated regarding the various antecedents and operationalizations involved in employees' career success, there is little research as how person‐environment fit and career success are related.

Literature outlining approaches to career success is summarized and research at the intersection of person‐environment fit and organizational support/career success are reviewed. This is followed by a set of propositions based upon the antecedents of career success.

It is suggested that person‐environment fit and organizational support are important antecedents of career success. Knowledge of career changes and these antecedents help individuals and organizations manage career success.

Future research should examine empirically the linkages suggested by the paper along with other relationships asserted or implied by person‐environment fit and career success literature as mentioned in the paper.

Both employers and employees may benefit from integrating different types of fit into the psychological contract because each fit will impact aspects of career success. Therefore, organizations need to select and develop employees that can easily adjust and fit into careers that are compatible with their work environments.

This paper contributes to the literature by being one of the first to examine the effects of different types of person‐environment fit on career success.

Employees need a sustainable career to prolong their working lives. The ability, motivation and opportunity to work form an important basis for sustainable careers across the lifespan. However, over the lifespan of their careers employees are likely to experience several career shocks (e.g. becoming chronically ill or being fired) which might result in unsustainable trajectories. This study aims to contribute to the literature on sustainable careers by unraveling the process through which careers shocks relate to career (un)sustainability and what role perceptions of human resource practices play in the process.

Thirty-three in-depth retrospective interviews with participants of 50 years and older were conducted and analyzed using a template analysis.

Results showed that career shocks influence career sustainability through a process of changes in demands or changes in resources, which in turn, relate to changes in person–job fit. When person-job–fit diminished, the ability, motivation and opportunity to continue working decreased, whereas when person–job fit improved, the ability, motivation and opportunity to continue working improved as well. Organizations appear to be able to diminish the negative consequences of career shocks by offering job resources such as HR practices in response to career shocks.

A limitation of this study is the retrospective nature of the interviews, which could have resulted in recollection bias.

This study gives HRM practitioners insight into the HR practices that are effective in overcoming career shocks.

This study extends existing literature by including career shocks as possible predictors of sustainable careers.

In response to the conclusions of a meta-analysis of career success studies (Ng et al., 2005), the purpose of this paper is to expand the range of variables being examined as predictors of career success by weaving the person-organization fit and external marketability perspectives into current career success frameworks.

A survey was administered in partnership with an association of human resource professionals located in Canada. The questionnaire was transmitted electronically to human resource professionals. The final sample included 546 full-time, permanent, human resource professionals from multiple organizations.

Confirmatory factor analysis supported the measurement model. In the final structural model, external marketability exerted a significant direct effect on career success. Person-organization fit was strongly associated with organizational sponsorship. Organizational sponsorship, in turn, exerted a significant effect on subjective career success.

This study contrasted and tested two theoretical perspectives on career success. The mediated indirect association between person-organization fit and career success provided support for the rationale of the sponsored mobility model of social advancement. The direct association between external marketability and career success suggests that success can be achieved even without organizational sponsorship on the basis of expressions of one’s human capital.

The purpose of this paper is to explore the mediating effect of vocational identity and the moderating effect of work values on the relation between career exploration and fit perception of Chinese new generation employees.

A survey was conducted to measure variables in this study. Based on review of the related studies about work value, career exploration, vocational identity and fit perception, the authors establish a theoretical model and propose hypotheses. Data were obtained from 647 Chinese post‐1980s generation employees.

According to the statistical analysis result, the paper demonstrates that career exploration can affect fit perception through mediator of vocational identity; when people have stronger preference to chase for job comfort and security, the relations between career exploration effort, vocational identity and fit perception becomes stronger; once individual has stronger preference for status and independence, the relations between career exploration effort, vocational identity and fit perception becomes weakened.

The data used in this study only came from the employees, although the authors test homologous deviation through Harman single factor test. If the authors can conduct the survey from both employees and their supervisors, it will be better for them to avoid homology bias. Furthermore, more factors need to be considered in the formation of fit perception of Chinese new generation employees.

The paper explains the internal relations between work value, career exploration, vocational identity and fit perception on the basis on of the characteristics of Chinese new generation employees.

This study aims to explore the perceptions of a diverse set of 16 engineering postdoctoral scholars regarding their fit for the professoriate. The professoriate speaks to the body of tenured/tenure-track faculty within higher education institutions.

An intrinsic case study design was conducted to provide an in-depth understanding of the factors influencing engineering postdoctoral scholars’ perceived professorial fit using person–job fit theory.

As a result of inductive and deductive data analyses techniques, four themes emerged: the professoriate is perceived as a calling for those who desire to teach and mentor the upcoming generation of engineers; research autonomy in the professoriate is highly attractive; the work demands of the professoriate are contrary to the work–life balance sought; and the professoriate appears daunting due to the competitive nature of the job market and the academic environment.

This study is critical for those invested in possessing a deeper understanding of the postdoctoral career stage, its relationship to the professoriate as a career choice and broadening participation in engineering academia.

This chapter explores the impact of employee mobility on career sustainability, that is, the extent to which a career enables an individual to remain happy, healthy, and productive over the life course. I argue that whether employee mobility strengthens or weakens career sustainability depends on the extent to which the mobility experience increases (sustainable) or diminishes (unsustainable) person-career fit. I suggest that different forms of mobility (e.g., upward versus lateral) may have different effects on fit and subsequent career sustainability. Moreover, it is possible that a mobility experience can enhance fit in some respects but still have a negative effect on the long-term sustainability of a career. Research is necessary to address these and other questions regarding the relationship between employee mobility and career sustainability.

This study aims to examine the relationship between contextual factors and career exploration. Career adaptability mediates the relationship between social support, sense of belonging and career exploration.

This quantitative study involved 291 undergraduates recruited from two universities in China. Data were analyzed using structural equation modeling.

The results indicated that social support and sense of belonging were positively related to career adaptability. Career adaptability was found to be a mediator between relational predictors and career exploration. Contrary to our hypothesis, the direct path from sense of belonging to career exploration was insignificant.

This study highlights the importance of career adaptability in connecting contextual indicators and career exploration in the Chinese context.

The purpose of the present paper is to offer a career concept and culture framework for measuring and managing the alignment between people, strategy and culture and especially the motivational capital as the fit between people's motives and the organization's reward and appraisal systems.

A survey of 312 respondents in a multinational manufacturing firm using two questionnaires about their individual career concepts, motives, and their views about the organizational strategy and culture.

The results suggest that the career‐ and culture‐based motivational capital is positively associated with how effective the people view the strategy, how well‐functioning the structure is experienced, how relevant the performance appraisal is considered, how satisfied the people feel, and how long they stay in the organization.

Future research should add more multi‐item‐dependent variables, use more translated questionnaires into the respondents' own languages, and study more organizations in different industries to make further use of the career concept and culture model's ability to capture the fit between different persons and their organizations and the importance of this alignment.

Career and organizational development can improve the fit between individual career concepts and motives as well as organizational career culture and thereby contribute in several ways to higher performance, such as greater motivation, more positive views of the organization, and higher retention.

The paper provides a unique approach to understand and manage the alignment of different persons, HR systems, and organizational culture with greater precision.