External labor market strategy and career success: CEO careers in Europe and the United States

In this paper, we examine the career histories of the chief executive officers (CEOs) affiliated with the 500 largest organizations in Europe and the 500 largest in the United States. Our purpose is to determine whether frequent career moves across employers, a phenomenon we label an “external labor market strategy,” brings greater career rewards than moves inside the same organization. The results reveal that an external labor market strategy is negatively related to career success. On both continents, CEOs who have spent a smaller fraction of their career in their current organization or have changed employers more often have taken a longer time from the start of their career to be promoted to the most influential corporate positions. The labor market institutions in the 22 countries sampled do not influence the relationship between an external labor market strategy and career success, while the specific geographic region in which the employers are located has a limited impact on this relationship. © 2009 Wiley Periodicals, Inc.     

Career success after stigmatizing organizational events

This article examines the effect of six types of stigmatizing organizational events on employees' career moves to another employer: criticism of the organization in the media; resignation of key individuals from the organization; downsizing; a drop in net income; lawsuits launched by the Securities and Exchange Commission, competitors, or customers; and lawsuits launched by employees. Stigmatizing events that signal the decline of corporate performance are the most devastating for professional career success. Outsiders, on the other hand, are less sensitive to an organization's involvement in lawsuits launched by public authorities or employees. Stigmatizing events affect the career success of every professional in the organization, irrespective of his or her hierarchical level. © 2007 Wiley Periodicals, Inc.     

The interplay between learning strategy and organizational structure in predicting career success

The institutionalization of management development and the money spent on it is in sharp contrast to the importance attached to what we know about how managers learn and whether it helps them to get promotion, given the specific organizational context in which they work. We therefore examined career success as a complex positive or negative function of the individual's learning strategy and the organization's structure. One hundred and twenty-seven managers from three government-related organizations completed a questionnaire. A deep learning strategy, characterized by a focus on meaning and relations, fosters career success, especially in a lowly specialized context. In contrast, a surface learning strategy, characterized by a focus on instructions and facts, hampers career success, especially in a highly integrated context. The findings strongly suggest that management development programmes need to be made to measure, taking into account both how the manager learns and how the organization is structured.     

知识经济时代组织职业生涯管理新视角

知识经济时代的职业生涯在外界环境的影响下,发生了深刻而复杂的变化,呈现无边界化和易变性的趋势。新的职业生涯发展中,传统的雇佣契约被打破,职业成功的标准发生了变化,管理的责任从组织转移到了个体。面对新的挑战,组织也要采取对策调整自身的角色和责任,以实现管理的新平衡。     

Organisational practices and the post‐retirement employment experience of older workers

This study compared people aged 50 to 65 who had retired and returned to work (n = 90), who remained in their career jobs (n = 198), and who retired and remained out of the workforce (n = 321). The significant differences between post‐retirement and career employment were associated with the HR practices within organisations and were not related to the characteristics of the organisations in which post‐retirement and career jobs were found. The HR practices were rated as especially important in influencing the decision of retirees to return to work. The findings suggest that people in post‐retirement jobs are drawn to organisations that provide HR practices tailored to the needs and desires of older workers. The results also indicate that if employers expect to address labour shortages by encouraging retirees back into the workforce, they are going to have to implement those HR practices that are important to this group.     

The relationship of mentoring and network resources with career success in the Chinese organizational environment

The relationship of mentoring and network resources, the two components of social capital, with career success was investigated in a sample of 113 Chinese white-collar workers. The findings suggested that the prevalence of mentoring in the Chinese workplace is substantially higher than in the Anglo-Saxon workplace, and that Chinese employees do not distinguish their network ties or Guanxi into expressive and instrumental. These results were in line with the presumption that mentoring is an integral part of the Chinese culture and with the view that network ties or Guanxi in the Chinese society cannot exist in a purely instrumental form. In contrast to hypotheses, however, the findings suggest a limited relationship between social capital and career success. In particular, the amount of mentoring, participants reported they had received, was related to their intrinsic career success but not to their extrinsic career success; and the amount of network resources or Guanxi was related neither to extrinsic nor to intrinsic career success. These results were largely at odds with the accumulated knowledge on the benefits of social capital for career success. The findings are discussed with respect to the changing nature of the Chinese business and organizational environment, and their implications for human resource practices.     

Organizational career management practices and objective career success: A systematic review and framework

The theorization of the relationship between organizational investments in career development and individual success remains underdeveloped, and empirical tests of this relationship, which have been dispersed among several disciplinary areas, have produced inconsistent results. Addressing these issues, the purpose of this article is to propose a theoretical framework that illustrates why and how organizational career management practices translate into career success and under what circumstances the relationship is effective. Using a systematic review of empirical studies on career management practices and objective success, we identify three theoretical mechanisms - developmental, informational, and relational - and two groups of contingency factors that explain this relationship. Our framework advances the extant literature on organizational career management and provides suggestions to companies for designing effective career management systems.     

Executive career advancement in career moves across employers: the role of organization-level predictors

This paper examines the career moves of executives between different organizations and looks at the characteristics of executives employing organizations as a predictor of the outcome of the moves. The paper uses a retained executive search firm's proprietary data set that contains information on the career paths of executives in the financial services industry. The results show that the perceived operational excellence of executives employing organization has a significant signalling power for other employers and strongly impacts the success of executives' moves across different organizations. The data also reveal that executives may use their employment spell at large-sized organizations that are perceived as excellent as a conscious career-building mechanism and accept smaller promotions to join such organizations.     

Predicting Malaysian managers' objective and subjective career success

Compared with the extensive research on managerial career in the west, little has emerged from Asia. This study reports an investigation of the determinants of objective and subjective career success of managers working in the Malaysian public sector. Surveys were received from 288 managers of various managerial grades. The findings revealed that managers' objective and subjective career success were predicted by different variables. Objective career success was predicted by human capital and demographic variables. Subjective career success was predicted by structural variables, individual variables, and demographic variables. The implications for research and practice are highlighted.     

Career success for international professional women in the land of the equal? Evidence from Norway

This study investigates the career success of international expatriate women in Norway. Norwegian and international women were compared on both objective and subjective career success. Participants were 125 Norwegian women and 168 international expatriate women who answered a 58 item questionnaire. Although Norwegian women achieved higher career success than the expatriate group, these effects disappeared for objective career success when expatriate women had a high level of education, high English language competency and motivation. Motivation, self focused conflict resolution and language competency were positively associated with subjective career success. Results suggest that although being foreign can be a disadvantage in Norway, expatriate women can overcome this liability through investment in education, language and motivation. Implications for international expatriate women are discussed.     

Career success schemas and their contextual embeddedness: A comparative configurational perspective

We introduce career success schemas as critical for understanding how people in different contexts perceive and understand career success. Using a comparative configurational approach, we show, in a study of 13 countries, that two structural characteristics of career success schemas—complexity and convergence—differ across country contexts and are embedded in specific configurations of institutional factors. Adopting complexity and convergence as primary dimensions, we propose a taxonomy of career success schemas at the country level. Based on this taxonomy, we contribute to the understanding of subjective career success across countries, discuss the importance of schemas for organisational career systems in multinational enterprises, and propose specific guidelines for future comparative careers research.     

Career success across 11 countries: implications for international human resource management

This qualitative study examines perceived meanings of career success across 11 countries. The results show that people define career success in ways that enrich and illuminate the basic dichotomy of objective and subjective career success and establish their relative strengths across countries. Juxtaposing our data with human resource management (HRM) practices, we contribute to the universalist versus contextualist debate in HRM by adding the career management angle. We shed light on the relative importance of cultural and institutional factors for HRM in the area of careers and add a global perspective to the discussion about agentic careers. In our discussion we offer practical suggestions for multinational companies including how to individualize HRM to address diverse views of career success.     

Chance Events and Executive Career Rebranding: Implications For Career Coaches and Nonprofit HRM

We conducted and analyzed interviews with 20 executives from the for‐profit sector who had transitioned into second careers in the nonprofit sector. Our qualitative study provides an in‐depth analysis of the critical events that triggered career agency and stimulated the change process. At each stage of transition, the executives revisited their personal brands, deciding how to best position their skills, knowledge, and values within the context of their new nonprofit organizations. This research contributes to academic and practitioner knowledge of new career paths open to mid‐ and late‐career executives and insights for nonprofit leadership, as many nonprofits can anticipate major shortages of qualified executives. Each stage in the career transition process provides opportunities for human resource professionals to contribute to successful nonprofit leadership change: first, by creating opportunities for “chance events” motivating transition, followed by career coaching opportunities before and throughout the transition. © 2016 Wiley Periodicals, Inc.     

Gender,family and career in the era of boundarylessness: determinants and effects of intra- and inter-organizational mobility

Changes in patterns of long-term employment make understanding the determinants of different career forms increasingly important to careers research. At the same time, the rise of dual-earner families demands greater attention to the ways in which gender and family characteristics shape careers than has been paid by traditional research. This paper addresses these issues, examining the determinants and consequences of intra-organizational and inter-organizational mobility, using a sample of employees from dual-earner couples. We find significant gender differences in these different types of career mobility, and in the effect of family relations on different forms of mobility. Women experience more inter-organizational mobility, while men experience more intraorganizational mobility. Having more children positively influences men's intra-organizational mobility, but increases inter-organizational mobility for women. Marital instability increases intra-organizational mobility among women, but has no effect among men. Each form of mobility has distinctive effects on objective and subjective indicators of career success for both men and women. Moving between organizations tends to depress earnings, but has no effect on how successful people feel in their careers. Job changes within an organization increase earnings, but have a negative effect on perceived success.     

Taking stock of expatriates’ career success after international assignments: A review and future research agenda

This systematic literature review explores studies addressing the objective career success and subjective career success of company-assigned and self-initiated expatriates after their long-term international assignments. Expatriate work is defined as high-density work that affects employee learning and career trajectories. We develop a holistic expatriate career success framework exploring the following questions: 1) What individual career impact results from international assignments? 2) What are the antecedents of such career success? and 3) What are the outcomes of assignees’ career success? A previously neglected range of theoretical perspectives, antecedents, and outcomes of expatriate career success is identified. Subsequently, a threefold contribution is made. First, we extend the conceptualization of international work density to unveil the differences between general and global career concepts. Second, we identify promising theories that have not been utilized in expatriation research, emphasizing context-related and learning theories that chime with the specific nature of global careers. Lastly, we suggest an extensive future research agenda.     

科研人员主动职业转换的心理机制:基于扎根理论的研究发现

科研人员是实现科教兴国战略和国家创新驱动发展战略的重要力量。科研人员的职业选择和去向不仅关乎个体的职业生涯发展,更成为实践界、学术界、和政策制定者等众多利益相关方关注的焦点。国内对于职业转换的研究关注较少,尤其对于科研人员职业群体的职业转换的动态过程研究更为缺乏。本研究通过对16名科研人员进行了深入访谈研究,基于扎根理论方法进行编码分析,构建了科研人员主动职业转换决策的心理机制模型,即"个体与科研匹配(初次匹配)-科研动机与效能感变化-职业转换意愿产生-个体与新职业匹配(再次匹配)-职业转换完成"五阶段模型;此外,该模型还揭示了个体与职业的动态匹配机制,即如果个体与新职业不匹配,会再次诱发个体与新职业的匹配机制,直至职业转换完成。本研究构建的科研人员职业转换的理论模型扩展了职业转换的相关理论,对于启发未来实证研究、指导科研人员的人力资源管理实践具有一定价值。     

Mentoring and expressive network resources: their relationship with career success and emotional exhaustion among Hellenes employees involved in emotion work

Although mentoring has been identified as an important career resource for protégés in the Anglo-Saxon cultural cluster, pertinent research in other cultures is still scarce. The relationship of mentoring and expressive network resources with protégés' career success and emotional exhaustion was investigated in a sample of 104 Hellenes (Greek) bank employees performing frontline service jobs. The number of mentors that respondents reported they have had was related to their extrinsic career success. However, currently having a mentor was not related to intrinsic career success and was marginally related to emotional exhaustion. In contrast, the amount of expressive network resources was strongly related to both intrinsic career success and emotional exhaustion. The results are discussed with respect to extant research, the national cultural context of the study and the cross-cultural transferability of human resource systems. The general tentative conclusion is that relationships with mentors and expressive network resources appear to be important resources for employees across cultures, but the relative potency of their benefits is influenced by the national cultural characteristics.     

Are freelancers a breed apart? The role of protean and boundaryless career attitudes in employability and career success

Recent economic and organisational changes have fostered an increasing diversification of the workforce, among whom freelancers are an under‐represented population in the literature. This study aimed at examining the role of protean and boundaryless career, professional commitment, and employability activities in fostering freelancers' subjective career success. Data were collected via an online survey among a sample of 425 Italian freelancers and analysed through structural equation modelling. Results partially confirmed several hypotheses: higher self‐directed career management and boundaryless mindset predicted higher employability activities and professional commitment; moreover, employability and professional commitment acted as mediators between career attitudes and subjective career success. The study provides support for the importance of such variables to freelancers' career success, as well as for the significance of protean and boundaryless careers among nontraditional occupational groups. Interventions aimed at fostering such attitudes could support freelancers in improving their attainment of professional progress and perception of career success.     

Returning to the workforce after retiring: a job demands,job control,social support perspective on job satisfaction

Despite growing interest in the aging of the workforce, few investigations have explored a key aspect of diversity among older workers: whether or not they consider themselves retired. Using a sample of workers ages 50 and older from the National Study of the Changing Workforce (2008), we apply career development theory and the job demand–control(–support) framework to investigate potential differences between working retirees (i.e. employed older adults 50+ who consider themselves retired) and working non-retirees (i.e. employed older adults 50+ who do not consider themselves retired) in terms of their job characteristics (i.e. demands, control, support) and how these job characteristics are related to job satisfaction. We find that working retirees report lower job demands and higher social support, and that there is limited evidence for the buffering hypothesis. Implications for researchers and employers are discussed.     

Early Career Outcomes of Graduate Employees: the Effect of Mentoring and Ingratiation*

Underpinned by the growing recognition of influence processes or a careerist orientation in the determination of career success, this study examined the effect of career-oriented mentoring, ingratiation and their interaction term on the career success measures of salary, number of promotions received and career satisfaction. Data were obtained through structured questionnaires from graduate employees (N= 432) working full-time in Hong Kong. Results of the ordinary least-squares regression analyses revealed a non-significant effect of career-oriented mentoring, ingratiation and their interaction term on salary. Career-oriented mentoring was, however, significantly positively related to number of promotions received and career satisfaction. Although the results reinforced the dominance of the traditional determinants of career success, the significant effect of career-oriented mentoring on two of the career success measures may help to paint a more realistic picture of the process of career success in organizations. Limitations of the study, directions for future research and implications of the findings are discussed.