Organizational and population level learning as engines for career transitions

Abstract

AbstractBuilding inductively on twenty‐four in depth interviews, the authors argue that boundaryless organizations will alter both career theories and actual career mobility patterns. The paper illustrates how both organizational and population level learning can affect individual job transitions within and cross organizations. The three evolutionary learning steps of variation, selection and retention all remain important, but the impact of variation processes may increase. Boundaryless organizations will thus generate career patterns reflecting an underlying logic of organizational learning rather than producing simple atomistic exchange between unfettered actors.