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Drawing upon the social identity theory, the authors argue that professionals' career identities have a positive indirect effect on identification with on-demand organizations through career networking behavior. In addition, the strength of these beneficial effects was also bound by extraversion and collectivism.

The hypothesized moderated mediation model was tested by multisource and time-lagged data about 242 Chinese accountants engaging in on-demand work.

The results demonstrated that professionals with a career identity tend to engage in career networking behaviors and identify themselves with a client company. In addition, extraverted professionals were more likely to engage in career networking behaviors, and collectivist professionals were more likely to identify with their on-demand organizations.

This research provides important guidelines on how managers in on-demand organizations leverage gig workers' career identities to establish deep relationships with them.

The authors expanded the traditional framework of identification in the setting of nontraditional work arrangements by establishing a link between career identity and organizational identification for on-demand professionals.

Networking behaviors assist individuals in doing their jobs better and advancing their careers. However, most research emphasizes the effects of job characteristics on networking behaviors, neglecting the effects of individual differences in goal orientations. Moreover, few studies investigate the prospective evaluation of promotability and the mediating effect of networking behavior on the relationship between goal orientation and promotability. Thus, the purpose of this paper is to clarify the nomological network and to expand the domain of networking behavior by identifying networking as career- and community-based networking behaviors and by examining the differential relationships among goal orientation, networking behaviors, and promotability.

This study surveyed and collected data from 160 financial employees and 103 supervisors working at branches of a large bank in Taiwan. Questionnaires addressing both networking behavior and goal orientation were distributed to employees, and one week later their supervisors were sent another survey about employees’ promotability evaluations.

Learning goal orientation was positively related to both career- and community-based networking behaviors. Performance goal orientation was also positively related to career-based networking behaviors, but negatively related to community-based networking behaviors. Career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, were found to be positively related to promotability. Results also show that career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, mediated the relationship between goal orientation and promotability.

This study addresses the importance of distinguishing between networking behaviors as career based and networking behaviors as community based and shows that these two sets of networking behaviors arise from different goal orientations and have differential effects on supervisory evaluation of promotability.

By linking networking behavior with promotability, this study helps managers understand how employees’ enactment of specific networking behaviors can facilitate both the employees’ career development and the employees’ placement in important organizational positions.

This study fulfills an identified need to understand the nomological network of networking behavior.

Research suggests that engaging in networking behaviors can affect individual work outcomes. However, relatively less is known about how internal versus external networking behaviors influence work outcomes, and whether gender moderates these relationships. Drawing on social capital theory and social role theory, the authors propose a positive relationship between employees' internal and external networking behaviors and their work outcomes (job commitment and career success), and the moderating effect of gender. The authors also explore employee preference in networking.

Based on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviors and employee outcomes were collected via a survey of middle managers and their supervisors from 10 private sector organizations in Sri Lanka. Study 2 data were collected via interviews from a sample of those middle managers and their supervisors.

Study 1 findings indicate a positive relationship between internal networking behaviors and job commitment, and external networking behaviors and career success. The authors also found that internal networking behaviors enhance job commitment. Study 2 findings indicate men and women network differently and benefit differently from that networking but achieve equitable workplace benefits.

This study provides pioneering evidence that internal networking behaviors enhance job commitment among women. It appears that past research did not test the moderating effect of gender for internal versus external networking behaviors separately. Moreover, this study refines the evidence that internal and external networking behaviors differentially impact employee outcomes and explains the processes through a qualitative inquiry.

The purpose of this paper is to investigate how managerial level moderates the relationships between networking behaviours and career success (objective and subjective) in the context of a public sector organisation in Malaysia.

The study utilised a cross‐sectional design and investigated these relationships indicated on a sample of 288 managers from the Malaysian public sector.

The study found that increasing internal visibility was related to monthly income and subjective career success. Managerial level moderated the relationships between some types of networking and objective career success.

The study was cross‐sectional in nature and involved a sample of managers from public sector organisations. However, there is scope to longitudinally investigate the impact of specific networking behaviours on both objective and subjective career success.

The study findings highlight the advantages that senior managers have in respect of networking opportunities and the importance of particular types of networking objective and subjective career success.

The study findings extend the knowledge of the value of networking and demonstrate that the relationships found in Western organisations also are true in Asian organisations and cultures and in public as well as private sector organisations.

This paper aims to examine the relationships between networking behaviours objective and subjective career success, and the moderating role of gender on these relationships among Malaysian public sector managers.

The study utilised a cross-sectional design and surveyed 288 randomly selected public sector managers who were employed full-time.

Increasing internal visibility was the only form of networking that related to both monthly gross incomes and subjective career success. Gender did not moderate the relationships between networking behaviours and the career success measures.

The public sector and cultural contexts of the study may limit the generalisability of the findings. However, the paper did find that the measures used were appropriate and valid.

The study highlights the importance of internal networking and the value of training managers in networking skills.

The study contributes to the emerging literature on the career success of managers in non-Western countries.

The purpose of this paper is to investigate the effects of servant leadership on perceived employability and examine the mediating role of three proactive career behaviours, namely, career planning, skill development and networking behaviour in this relationship.

Data for this study were collected from 176 employees who were working in a large food and beverage company operating in Pakistan. Structural equation modelling and the bootstrapping procedure were used to test the research hypotheses.

Results showed that servant leadership was positively related to career planning, skill development and networking behaviour, which, in turn, were positively associated with perceived employability. Furthermore, it was found that the three proactive career behaviours fully mediated the effects of servant leadership on perceived employability.

The findings of this study indicate that servant leadership can play a key role in enhancing workers’ employability. Thus, it is important that organisations focus on creating conditions, which help them to develop servant leaders.

This is the first study, which has empirically established a link between servant leadership and perceived employability. In addition, it uncovers three distinct mechanisms in the form of career planning, networking behaviour and skill development through which servant leadership can influence workers’ employability.

This study investigates the antecedents of career initiative, a proactive behavior, whereby individuals engage in activities to promote their career development. The authors first argue that organizational tenure – the length of time employed within a specific organization – will exhibit a curvilinear or inverted-U-shaped relationship with career initiative. In the early years of an employment relationship, career initiative gradually increases as employees overcome the initial challenges of joining a new organization. However, career initiative will plateau and eventually decline as employees struggle to envision further development.

This study uses a survey design with data collected from the North American operations of a large global telecommunications company.

This study identifies two key mechanisms, both concerning relational context, that drive the curvilinear relationship between organizational tenure and career initiative: mentoring and barriers to networking. Specifically, increased mentoring and reduced barriers to networking both significantly weaken the curvilinear effect.

The results suggest that organizations can promote proactive behaviors through employee mentoring and by removing network barriers, particularly for those most at risk for reduced career initiative: early- and especially later-tenure employees.

Career initiative is a valued behavior among employees, but individual-level phenomena can be fostered, or inhibited, by relational context. So, while some scholars have found a trend toward “boundaryless” careers, this study reveals the importance of considering how the boundaries and social context within organizations can create an environment in which employee proactivity can flourish.

This research examined the presence of career orientation profiles by investigating how young workers combined protean career orientation attitudes, motivation to learn to develop one's career and an optimistic future perspective on their career. It explored how a differentiated endorsement of these attitudes and motivation (i.e. career orientation profiles) were associated with the adoption of multiple career-enhancing behaviors, namely proactive career behaviors (i.e. career planning, networking and skill development) and learning behaviors with technologies.

Latent profile analysis was conducted among young individuals starting their career (N = 767) and found four distinct profiles.

The first profile revealed that 17.2% of workers in this sample were displaying low levels in protean career orientation, motivation to learn and optimistic future time perspective (profile 1). Two differentiated profiles showed either low levels of protean career orientation and high levels of motivation to learn (profile 2) or high levels of protean career attitudes and low levels of motivation to learn (profile 3). These profiles presented an average level of future time perspective and represented 13.8 and 40.6% of the sample. Finally, 28.4% of the sample showed high levels on all these variables (profile 4).

Only young workers who showed high levels on all these indicators also presented high levels of proactive behaviors and learning with technologies. The other three profiles were associated with suboptimal levels on these outcomes. Taken together, these results offer new insights into the psychological state of mind of workers most adapted to succeed in a modern career.

The purpose of this paper is to examine the relationships of internal and external networking behaviors of managers and professionals with their affective, continuance, and normative commitment.

Data were obtained from 335 managers and professionals of a health system who completed a survey on networking behavior and organizational commitment. Correlation analyses and multiple regressions were performed to test our hypotheses.

The results showed that networking behavior focussed within an individual's organization was positively related with affective commitment and normative commitment. Networking with individuals outside of an individual's organization showed a significant negative relationship with normative commitment. Contrary to expectations, networking externally was not related to affective commitment, and neither internal nor external networking behaviors were related to continuance commitment.

Because data were collected at a single point in time, no statements can be made about causality. Future research is needed assessing both internal and external networking behavior and the three types of organizational commitment across time to help determine direction of causality or whether reciprocal relationships exist.

Organizations that encourage internal networking behaviors may see individuals who are more connected with their colleagues and affectively committed to their organizations. However, encouraging external networking behavior may result in a drop in normative commitment as individuals might identify more with their profession than their employer.

Although previous research has shown that networking behavior is related to job performance and career success measures, the research extends the literature by investigating whether networking is related to attitudinal variables such as organizational commitment. The paper explores whether differential relationships exist between internal and external networking behavior with three types of organizational commitment.

The purpose of this paper is to examine the evidence that suggests how working graduates' careers are actually being managed in corporate Greece. In order to shed some light on this issue, this empirical study aims to investigate the changing nature of careers from the employee's perspective, in various business contexts.

A survey was conducted using a structured questionnaire. Participants in the survey were 238 graduates working for firms across all sectors of the economy. Factor analysis was used to form career anchors/orientations, and career strategies from graduates' attitudes and statements reported in the survey. Regression analysis was applied for assessing the impact of alternative career orientations on career self‐management behaviors.

The main findings indicate that the primary source for shaping surveyed graduates' career strategies is their own career anchor/orientations. Other personal and organizational characteristics such as gender, age, work experience, field of specialization, economic sector and activity, firm size, and employment contract, seem to not have a persistent effect on respondents' personal career strategies. Furthermore, despite an emerging “new” career anchor, the traditional career of internal promotability still motivates graduates and leads them to pursue human capital accumulation and networking strategies.

Further research to extend the current investigation to employers and managers would allow for a more articulated discussion of the main sources of the influences on employees' career self‐management behaviors.

Given the dearth of empirical research on the changing nature of careers in corporate Greece, this study contributes to debates in the wider academic community on the issue of analyzing career self‐management behaviours empirically. The importance of combining the human capital perspective with the social capital perspective in modeling career development, is stressed by the present study.