Abstract
The paper extends previous research on knowledge workers mobility by proposing that knowledge workers in innovative organizations have lower rates of mobility than those in other organizations. Further, I suggest that the extent to which knowledge workers in innovative organizations remain at their jobs depends on the personality of each worker. Drawing from the Big-Five model, I argue that knowledge workers who score high on extroversion and openness to experience are less likely to leave innovative organizations, whereas those who score high in agreeableness, conscientiousness, and neuroticism are more likely to leave such organizations. The paper offers some practical implications as well as some ideas for future research.
Highlights
Knowledge workers are a main source of competitive advantage for organizations (Barney, 1991; Pfeffer, 1994; Porter, 1985; Wright & McMahan, 1992); it is important for organizations to retain their skilled workers
Research on knowledge worker mobility and turnover has focused on antecedents and consequences of knowledge workers mobility
Drawing on Denison and Mishra's (1995) framework of organizational culture, recent research shows that knowledge workers mobility is influenced by the culture of the organization (Lee et al, 2018)
Summary
Knowledge workers are a main source of competitive advantage for organizations (Barney, 1991; Pfeffer, 1994; Porter, 1985; Wright & McMahan, 1992); it is important for organizations to retain their skilled workers. While most research points to the negative impact on organizations that loses knowledge workers, some studies have acknowledged the benefits of knowledge worker mobility for hiring organizations. Drawing on theories of person-organization fit (Tom, 1971) and vocational choice (Holland, 1973), the paper argues that the relationship between innovative organizations and knowledge worker mobility is moderated by individual differences. It should be noted that knowledge worker mobility, in this paper, refers to situations where knowledge workers voluntarily decide to leave their organizations. This mirrors what human resource scholars term “voluntary turnover” I conclude with discussions about practical and research implications
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
