Managing career lengthening in France: why such inertia?

Abstract

Purpose The purpose of this paper is to understand to what extent the analysis of career scripts explains the inertia in implementing mandatory interviews designed to anticipate career lengthening in France. Design/methodology/approach This exploratory approach is based on 26 interviews of French cadres (a mix of managers and professionals) aged 45 and over in the media agency sector. Findings Two career scripts – one for the majority who perceive themselves in a dead end, and the other, more optimistic for those who experience job mobility – show several commonalities. Moreover, their combination suggests an entanglement with the previous business model of media agencies. Research limitations/implications The survey was conducted on a non-random sample in a radically changing sector. However, the entanglement may explain the inertia with regard to changes in career scripts and agencies’ business model. Practical implications As these cadres need to work longer and move from traditional media expertise to cross-functional consulting capacity, mandatory interviews should be integrated into a human resources management strategy that fosters intra-organizational dynamics. Social implications The lengthening of the professional life in France appears as a paradigm shift. The study of career sustainability in contexts becomes a critical research field for management development. Originality/value The institutional approach of managers’ careers is well developed, but there is a gap in understanding the entanglement of career scripts and business models. This may help address inertia in change processes.