Search results
1 – 10 of over 24000The purpose of this paper is to identify the major variables that should be studied when exploring the relationship of innovations in career management tactics and successful or…
Abstract
Purpose
The purpose of this paper is to identify the major variables that should be studied when exploring the relationship of innovations in career management tactics and successful or unsuccessful interorganizational transitions.
Design/methodology/approach
This study takes a conceptual stance, using the careers and diffusion of innovation literature to identify the major variables.
Findings
Two innovations and two major refinements in career management tactics suggested by contemporary career concepts are identified, personal criteria for transition success are described, and likely barriers to accepting these tactical innovations are hypothesized. Other factors likely to affect transition success are also revealed by analyzing a conceptual model of interorganizational transition success.
Originality/value
The paper introduces the idea that the use of new career management tactics might be related to interorganizational transition success or the lack of it. It proposes one method of developing quantitative data about how personal career management may be changing, as well as providing normative data about perceptions of successful and unsuccessful interorganizational transitions. In addition, a survey based on these concepts would uncover the primary perceptual barriers to the adoption of the new career tactics by employees.
Details
Keywords
Cathy Brown, Tristram Hooley and Tracey Wond
Career theorists have been increasingly occupied with role transitions across organisations, neglecting role transitions undertaken within single organisations. By exploring in…
Abstract
Purpose
Career theorists have been increasingly occupied with role transitions across organisations, neglecting role transitions undertaken within single organisations. By exploring in depth the aspects of career capital that role holders need to facilitate their own organisational role transition, this article builds upon career capital theory.
Design/methodology/approach
Adopting an interpretivist approach, this study explores the experiences of 36 business leaders who have undertaken a recent role transition within a UK construction business.
Findings
The article empirically characterises 24 career capital aspects, clustered into Knowing Self, Knowing How and Knowing Whom. It argues that these aspects are important to internal role transitions and compares them to mainstream career capital theory. In addition, the concepts of connecting, crossing and investing career capital are introduced to explain how career capital supports such transitions.
Research limitations/implications
This study proposes a new career capital framework and refocuses debate on organisational careers. It is based on a single organisation, and it would be beneficial for future researchers to explore its applicability within other organisations.
Practical implications
The article explores the implications of the new career capital framework for business leaders and organisational managers who wish to build individual and organisational career mobility.
Originality/value
This study proposes a new, empirically grounded, career capital theoretical framework particularly attending to organisational role transitions.
Details
Keywords
Quan Chen, Jing-An Wang, Ruiqiu Ou, Junhua Sun and Li-Chung Chang
Disruptive technologies often disrupt the careers of middle-skilled workers. The purpose of this paper is to investigate career transition strategies of middle-skilled workers…
Abstract
Purpose
Disruptive technologies often disrupt the careers of middle-skilled workers. The purpose of this paper is to investigate career transition strategies of middle-skilled workers that partially continue or expand their careers under the condition of disruptive technologies.
Design/methodology/approach
This paper established a conceptual framework of career transition strategies for middle-skilled workers by integrating the existing studies of disruptive technologies, technological trajectory transition, boundaryless and protean careers, and careers as repositories of knowledge.
Findings
The authors proposed three types of career transition strategies to partially prolong middle-skilled workers’ careers, namely, industry-oriented transition strategy which refers to a transfer to other occupations in the original industry, technology-oriented transition strategy which refers to a transfer to occupations with original technical skills in other industries, and comprehensive transition strategy which refers to a transfer to other occupations in the related industries. Further, this paper discusses the external conditions and individual competencies for each career transition strategy, and timing for implementing a career transition strategy from the perspective of the technology life cycle.
Originality/value
This paper focused on sustainable careers of middle-skilled workers under the condition of disruptive technologies, which received very little attention from the current literature. The findings also suggested for middle-skilled workers to develop a sustainable or long-term career in the current era of many disruptive technologies. The findings may also imply on how firms and government should contribute to help workers on handling scenarios of technological disruption.
Details
Keywords
The multidisciplinary research on the phenomena of voluntary career transition (VCT) and voluntary turnover (VTO) remains disparate. This integrative review examines literatures…
Abstract
Purpose
The multidisciplinary research on the phenomena of voluntary career transition (VCT) and voluntary turnover (VTO) remains disparate. This integrative review examines literatures in these two areas in relation to research in the Chinese context. The purpose of this paper is to identify future research directions for Chinese indigenous research in this area.
Design/methodology/approach
This review adopted an integrative literature review approach.
Findings
The authors found that research on VCT and VTO in different disciplines has shared identical or similar constructs and produced complementary empirical findings. This suggests that combining the disparate research in VCT and VTO in the Western literature to address the large‐scale career phenomenon in China may produce unexpected research outcomes, particularly when integrating the research with Chinese‐specific contexts in socioeconomic, cultural, and organization dynamics.
Research limitations/implications
Taking advantage of, and linking existing literature in, VCT and VTO while considering the Chinese context may generate new knowledge to understand the massive career phenomenon in China. The authors offer a number of specific research questions based on the review and analysis of the literatures.
Practical implications
This paper offers insights for organizations to develop strategies and policies in balancing talent management and employees career concerns.
Originality/value
The paper is the first in the literature proposing an integrated research strategy on VCT and VTO to study the same phenomenon in organizations, particularly in the Chinese context.
Details
Keywords
Wolfgang Mayrhofer and Alexandre Iellatchitch
Modern careers have become increasingly non‐predictable, characterized by many occupational changes and transitions. Given this background, this paper analyses the potential…
Abstract
Purpose
Modern careers have become increasingly non‐predictable, characterized by many occupational changes and transitions. Given this background, this paper analyses the potential contributions of the anthropological concept of rites of passage in scientific as well as practical terms. It is argued that, while this concept is not a fully developed theory, it qualifies as a useful model for specific aspects of career transitions.
Design/methodology/approach
After a general introduction of the concept of rites of passage, the paper examines how it has already been applied to career research, and proposes some fresh developments in order to interpret the role of transitions in modern careers.
Findings
Although the concept of rites de passage has mostly been applied to very traditional career paths, this paper argues for its validity for modern careers. In particular, the emphasis on a particular rite de passage, namely the rite de marge, allows one to focus on the non‐stability of careers today and its consequences for individuals.
Practical implications
Even if the effects of their application are neither mechanical nor calculable, nevertheless rites de passage present interesting possibilities for management purposes.
Originality/value
Introducing the concept of rites de passage shows that modern careers especially, because of their lack of stability, need transitional rites for occupational identity and the entering of new groups. To be aware of this is of great relevance for individuals and for career management.
Details
Keywords
Joanna F. Norman, Leah Aiken and Tomika W. Greer
The purpose of this research was to empirically examine the career transitions of mid-career African American women leaving traditional careers for entrepreneurship. The authors…
Abstract
Purpose
The purpose of this research was to empirically examine the career transitions of mid-career African American women leaving traditional careers for entrepreneurship. The authors illustrate how transition theory and effectuation principles ameliorate an African American woman's transition to entrepreneurship.
Design/methodology/approach
The authors conducted semi-structured interviews with nine African American woman entrepreneurs. The data collected were evaluated through the lens of transition theory and effectuation theory.
Findings
The study results show that despite being the chief officer, many African American women still face inequalities when negotiating business deals, interacting with partners and when seeking capital for their business. Effectuation theory partially supports an African American woman's career transition to entrepreneurship, but the theory does not fully address the unique experiences of this demographic.
Research limitations/implications
The results of this study reveal that effectuation principles do not fully explain the entrepreneurial career transition experiences of African American women. Theory development and extensions of existing theories should consider the potential discriminatory practices that limit financial resources and strategic partnerships for African American women entrepreneurs. The authors also advocate for consideration of identities, particularly related to gender and race, as factors that contribute to entrepreneurial experiences.
Practical implications
The study findings support the notion that each woman's situation will be different and unique, requiring aspiring African American woman entrepreneurs to assess their individual situation. Consistent access to minority-specific programs can help aspiring African American women entrepreneurs visualize her new identity and provide the support needed to enhance her career transition. There is no one-size-fits-all solution, so each woman will need to craft her own individualized plan.
Social implications
Findings from this study solidify the role of African American women entrepreneurs as business leaders with influence and direct impact on the US economy. Their success enables African American women to contribute to more inclusive societies through their service to diverse members of society. In addition, their attainment of success serves as a testimony to aspiring African American women that entrepreneurial success is achievable, encouraging more diversity in entrepreneurship.
Originality/value
Few entrepreneurial studies exist on both women and racial minorities, resulting in a paucity of strategies to support African American women throughout their entrepreneurial journey. The results of this study revealed barriers which require specific strategies to address discriminatory lending practices and acceptance when forging new business relationships.
Details
Keywords
Di Dong, Jos Akkermans and Svetlana N. Khapova
This exploratory research aims to unravel how Chinese international students form their decisions regarding the school-to-work transition (sometimes also referred to as the…
Abstract
Purpose
This exploratory research aims to unravel how Chinese international students form their decisions regarding the school-to-work transition (sometimes also referred to as the university-to-work transition) when studying abroad.
Design/methodology/approach
The authors use the concepts of school-to-work transition and cultural approaches to investigate how Chinese graduate students make career decisions to navigate the school-to-work transition in the context of international mobility. The authors' empirical study is based on 30 semi-structured interviews conducted with Chinese graduate students studying in the Netherlands.
Findings
The authors discovered four patterns with two major subgroups among Chinese students studying in the universities in the Netherlands based on their initial intentions: return-return, open-return, open-stay and stay-stay. These patterns made sense when navigating the school-to-work transition: participants experienced varied international experiences, cultural perceptions and acknowledgment influences when enhancing employability and shaping their career decisions. Participants in the return-return and stay-stay groups indicated strong resilience and consistency in achieving their goals and strongly focused on long-term objectives. However, participants' open-return decision demonstrated a thoughtful alignment of personal goals and knowledge of the possible beneficial influence they may have in their home country. Open-stay participants utilized the overseas study opportunity to finalize their decisions and increase their employability in the local labor market, thereby creating a transition from university to work in the host country.
Originality/value
The authors highlight the way Chinese graduate students manage their international experience and provide novel insights into the role played by the cultural characteristics of their home country and host country.
Details
Keywords
Deborah M. McPhee and Francine K. Schlosser
The authors contribute to scholarship on motivation for late-career transition, by examining how older executives drew on individual ambidexterity (IA) in the stigmatized…
Abstract
Purpose
The authors contribute to scholarship on motivation for late-career transition, by examining how older executives drew on individual ambidexterity (IA) in the stigmatized, Canadian-licensed recreational cannabis industry.
Design/methodology/approach
The methodology utilizes a qualitative method, utilizing semi-structured interviews with 15 late-career executives. Inductive examination of data uncovered subthemes related to motivations for late-career transition, exploring and exploiting competencies, and known and unknown boundary conditions.
Findings
Motivations explained the impetus to join, while ambidexterity allowed executives to employ explorative and exploitive competencies to weather boundary conditions. Late-career transitioning to a stigmatized emerging industry presents an unprecedented mode of bridging employment for older workers.
Research limitations/implications
This small exploratory study of a nascent industry is limited in its generalization across different contexts but relevant to others in cannabis and other emerging industries. Increased focus on Human resources management (HRM) related research on late-career transition due to limited studies and IA.
Practical implications
Cannabis can be a risky employment venture for older workers that may affect future job prospects due to stigmatized views or present devastating financial risk. Older workers with knowledge, experience and skill remain relevant utilizing IA and their ability to manage difficult boundary conditions. Older experienced workers can bridge novel new opportunities before retiring.
Originality/value
The authors incorporated IA, expanding on literature related to boundary conditions in the late-career transition of executives into stigmatized recreational Cannabis. The authors introduce a new mode of bridge employment for late-career workers.
Details
Keywords
The purpose of this paper is to introduce the subjective perspective via the transition approach to organizational career planning so that employees’ individual transition phases…
Abstract
Purpose
The purpose of this paper is to introduce the subjective perspective via the transition approach to organizational career planning so that employees’ individual transition phases can be evaluated, planned and guided.
Design/methodology/approach
A theoretical–conceptual analysis is conducted in this paper.
Findings
The individual perspective can be included in career planning via the transition approach. By dividing the transition into individual phases, the different requirements of employees over the course of time can be analysed individually and corresponding measures (for example coaching) can be derived.
Originality/value
The added value of this paper is that organizational career planning can individually analyse employees’ transitions, using a transition approach, increasing the likelihood of a successful transition.
Details
Keywords
Seema Das, Sumi Jha and Sumita Datta
This study aims to explore the career transition process of women professionals when they return to the workplace after a break and re-integrate with their career aspirations.
Abstract
Purpose
This study aims to explore the career transition process of women professionals when they return to the workplace after a break and re-integrate with their career aspirations.
Design/methodology/approach
This research used a qualitative approach with semi-structured interviews for data collection. All 20 women participants have returned to their careers after a break.
Findings
The data analysis reveals women’s career transition and re-integration process into the workplace after a career break. Supervisory support, work–life balance practices, role models, coworker support and career success emerged as factors enabling successful transition. The employing organisations’ diversity, equity and inclusion (DEI) hiring strategy emerged as an important mechanism for re-entry.
Originality/value
Although previous research has studied women professionals returning after a break, the “transition process” that enables re-entry is missing.
Details