Boundaryless Career Research Articles

Protean Career Attitude & Boundaryless Career Attitude: Validation and Correlation Meta Analysis

Protean Career Attitude & Boundaryless Career Attitude: Validation and Correlation Meta Analysis

How boundaryless are partner careers in consulting firms?—a two-country optimal matching analysis

Empirical research on firms organized as partnerships is scarce, especially regarding the careers of their senior leaders, the partners. In the context of career theory, this study analyzes the careers of 291 American and German partners of the ‘Big Three’ consulting firms and provides insights into the paths that lead to partner positions within these firms. Using optimal matching, an innovative method particularly appropriate for career analysis, I find four career patterns that involve multiple moves across organizational and industry boundaries and thus match the definition of a boundaryless career. My results indicate that American partners and partners with fewer years of education before their first job are more likely to follow one of the boundaryless career patterns. These findings provide new evidence of the existence of boundaryless careers in industries with strict hierarchies and advancement principles, and are relevant to organizational inquiries into partnerships.

Driving a career in Tehran: Experiences of female internet taxi drivers

This qualitative study explores the career experiences of 34 female internet taxi drivers (FTDs) in Tehran, the capital city of Iran, and responds to the call for international and contextual perspectives on careers. We adopt the intelligent career framework and the institutional logics perspective to understand the FTDs' career given their institutional context. First, we shed light on why (i.e., financial needs, flexibility, passion for driving, and social relationships), how (i.e., preferring female passengers, driving skills, navigation skills, becoming less feminine, accessing a car, and self-protection), and with whom (i.e., internet-based taxi company, passengers, family, and citizens) our participants work. Then, we illustrate that normative (e.g., traditional division of labor) and structural (e.g., economic hardship) forces constrain and drive why, how, and with whom the FTDs navigate their career. Our findings unpack an understudied career in an unconventional context and extend the boundaryless career perspective to examine nonprofessional independent contract workers.

KARIR LINTAS BATAS ORGANISASIONAL DAN KECOCOKAN KARIR (BOUNDARYLESS CAREER AND CAREER FIT)

The purpose of this paper is to give a bridge in understanding the relationship between boundaryless careers and organizational or individual outcomes. Career fit is assumed to have closer relationship with boundaryless career before we can further explain those outcomes. This relationship is explained by using organizational and individual perspectives both externally and internally in four types of boundaryless careers (i.e., internal psychological, internal enacted, external psychological, and external enacted), and by considering individual characteristics (i.e.,knowledge worker and non-knowledge worker). Two propositions are offered, first, knowledge worker is more suitable (has career fit) with organizational career process focusing on external boundaries, second, non-knowledge worker is more fit with organizational career process focusing on internal boundaries. Both internal and external orientation will require HR to have relevant practices and policies to support those fit.

Orientasi Proses Karir Organisasional dan Keadilan Prosedural: Peran Keberagaman Individual

The advance of organizational justice construct along with its dimensions has potential implications in explaining many justice phenomena, including organizational career process orientation. Diversity of individuals in organization, especially between knowledge workers and non-knowledge workers will imply in different career need as well as their perceptions of organizational justice. The purpose of this research is to give perspective in the relationship between organizational career process and organizational justice. Organizational justice is explained by using organizational perspectives both externally and internally in four types of boundaryless careers (i.e., internal psychological, internal enacted, external psychological, and external enacted), and by considering individual characteristics (i.e., knowledge worker and nonknowledge worker). Two hipotesis were offered and tested using moderated regression analysis (MRA). Organization using organizational career process focusing on externalboundaries will be judged to be procedurally fair by knowledge workers. Organization using organizational career process focusing on internal boundaries will be judged to be procedurally fair by non-knowledge workers.

Quits and ladders: does mobility improve outcomes?

PurposeThe purpose of this paper is to compare internal and external job mobility (quits and promotions) as separate mechanisms for workers improving earnings and job fit.Design/methodology/approachThe authors sample the core workforce from the British Household Panel Survey, estimating the effects of quits and promotions on two sets of outcomes. The first is subjective; satisfaction with work, pay and hours. The second is objective realities about the job; gross monthly pay and weekly working hours. The authors use linear fixed-effects estimation to control for individual heterogeneity.FindingsQuits and promotions are distinctly different mechanisms for improving earnings and job fit. Quits improve measures of job fit (satisfaction with work, pay and hours) but have little effect on earnings. Internal promotions bring earnings growth but have little effect on job fit. The findings shed light what drives “voluntary” mobility; internal mobility may be driven by higher “reservation wages” and career progression, while external mobility may be driven by job matching and the need to find more appropriate work.Social implicationsResearchers should treat mobile labour markets with scepticism. The growth of “boundaryless careers” may closer resemble a release valve for poor working conditions in a varied market than a growth in new opportunities for earnings and career progression.Originality/valueStudies of job mobility overwhelmingly focus on the effects quitting without explicitly comparing this mobility to promotions. This omission gives an incomplete picture of mobility. Bringing promotions back into the discussion, helps to understand why workers commit to internal careers and firm tenure. The paper shows that quits and promotions yield distinctly different outcomes for core workers, despite both mobility types being labelled “voluntary”. Thus, the authors show that inequality in earnings and working conditions is closely tied to access to the “life-chances” of mobility; those who are able to pursue promotion are rewarded objectively; those who quit for a new employer seek a better job fit.

Brief note about management research on job mobility

Job moves are common in most careers these days. Accordingly, the past two decades have seen a rapid accumulation of research in the management and related literatures on job mobility,...

Indigenous and boundaryless careers: cultural boundaries in the careers of Māori academics

Boundaryless career theory has been criticised for its ambiguity and lack of attention to the range of boundaries that influence careers. However, career scholars have also indicated there is hope for the theory through calls to understand a broader range of boundaries, and a continued interest in exploring boundaries, their properties, and career behaviours as people respond to these boundaries. In this article, we examine career boundaries specific to Indigenous (Māori) business academics. Consequently, we seek to extend boundaryless career theory by explicating how cultural boundaries act as key organising mechanisms in the careers of Māori academics in Aotearoa New Zealand. Drawing on 27 interviews with three participant groups, findings from this national study demonstrate how cultural boundaries, specifically cultural responsibility and cultural conduct, guide individual and collective career behaviour, priorities and aspirations. Further, from the perspective of non-Māori business school decision makers, cultural boundaries serve to challenge the legitimacy of Māori academics as knowledge producers, limiting career opportunities for Māori in the academic context. Our findings contribute to the advancement of boundaryless career theorising and underscore not only the important role culture plays in career enactment and decision making, but also the need for a shared understanding from managers and human resource professionals to facilitate career opportunities for Indigenous Peoples.

Exclusive Talent Management Practices: Reconciling Organizational and Boundaryless Careers?

The purpose of this paper is to investigate the impact of talent management on the career paths of the individuals designated as talents by their organization, taking a career capital perspective. The research is based on a qualitative, explorative single-case study in a multinational company (MNC). We conducted 37 interviews, 29 with talents and 8 with HR managers. The results show that exclusive talent management programs lead to the accumulation of career capital and more precisely company-specific career capital, which influence the career path of participants: it leads to a hybrid career type, intra-organizational career with frequent career moves (including across divisions) and expatriation assignments. Finally, we propose that talents accumulate company-specific career capital, which increases their career satisfaction and intention to stay within the company. We contribute to the careers and talent management literature streams by making three research propositions to be tested. Furthermore, we provide practitioners with insights on how to develop and retain talent.

Borrowed Social Capital, Gender and Boundaryless Careers: Evidence from Intra-Profession Marriages

Borrowed Social Capital, Gender and Boundaryless Careers: Evidence from Intra-Profession Marriages

Indirect nepotism: Network sponsorship, social capital and career performance in show business families

We distinguish between direct and indirect forms of nepotism where the former is based on simple family preferment and the latter based upon demonstrated competence in an occupational field. We hypothesize that indirect forms of nepotism are in the form of network sponsorship by third-party associates of prominent show business families in the Hollywood movie industry. We predict that sponsorship will have significant beneficial effects on show business family relatives’ career performance and that the effect is accentuated for women in show business families. We find strong support for our sponsorship hypotheses, but we also note the continuing importance of direct forms of family preferment in an industry characterized by single project organizations and boundaryless careers.

Research on the impact of career management fit on career success

Individuals who hold protean and boundaryless career attitudes tend to manage their careers by themselves, which brings new challenges to traditional organizational career management (OCM). Combined with the lag and reform requirements of OCM, we put forward the concept and structure of career management fit (CMF) based on person–organization fit theory and career management theory. Through interviews, questionnaire surveys, exploratory factor analyses and confirmatory factor analyses, this research establishes a scale with four dimensions and 15 items to measure CMF and proves its reliability and validity. Moreover, we validate that CMF is positively and significantly correlated with career success. Overall, this study expands person–organization fit theory, provides theoretical guidance for career management and highlights a good employment relationship in the new context.

Research Trends in New Career: Keyword Network Analysis of Studies on Protean Career and Boundaryless Career

Research Trends in New Career: Keyword Network Analysis of Studies on Protean Career and Boundaryless Career

Warm workplace relationships

This article addresses the significance of workplace social connections for hospitality workers. When examining high turnover in hospitality, the focus is generally negative, such as shift work and low pay [1]. Surprisingly, for a sector that employs one in 11 people [2], little attention focuses on the positive aspects. In New Zealand, hospitality work is considered inferior, to be endured while waiting for more exciting opportunities [3]. Yet a recent New Zealand study shows that hospitality employees at all levels are fulfilled by being recognised as professionals and from the variety, challenge and growth possibilities of their work. The study drew from boundaryless career theory about the social competencies that enable career success for individuals [4]:
 
 knowing ‘why’ they are engaged in this career (individual motivation and identity);
 knowing ‘how’ they are supposed to perform (skills and expertise); and
 knowing ‘who’ – significant networks (relationships and reputation).
 
 In the qualitative study, data were firstly collected through focus groups with hospitality professionals who had left the industry after working there for at least 10 years. Then, interviews took place with current hospitality employees in a variety of roles, from general manager to kitchen porter with an average of 25 years’ experience. Thematic analysis was carried out separately on each study before results were combined.
 Findings
 Positive relationships linked to career social competencies [4] forged hospitality workers’ professional identities, building long careers:
 
 Good relationships supported workers’ professional identity 
 
 The findings showed that participants knew clearly ‘why’ they stayed; for example, they loved meeting different people. However, career motivations changed with their life and career stage – sometimes caregiving commitments took priority; at other times, gaining promotion was most important. One housekeeping supervisor explained how she refused a pay rise to move to another hotel because the money was not as important as established relationships. Being viewed as an excellent kitchen porter or manager ensured that employers tailored jobs to employees’ circumstances.
 
 Being professionally excellent was deeply satisfying
 
 Knowing ‘how’ referred to the expertise that experienced employees demonstrated to managers and co-workers. They were dedicated, knowledgeable and passionate. Affirmation by guests was rewarding; one restaurant manager described her intense satisfaction when professional associations rebooked their Christmas functions because “I will look after them”.
 
 Relationships and reputation
 
 Employees gained their reputation by showing ‘the right people’ that they were professionals. Their experience and networks were their ‘pedigree’. Endorsement from peers and managers increased job autonomy and better opportunities at all levels. Mentoring relationships formed organically, and older employees spoke of the enjoyment they experienced from ‘giving back’ in their turn and mentoring others.
 Practical implications
 This study reveals that strong social connections are founded on respectful relationships between hospitality employers and employees, where workers know they are valued. Employers should ask whether career aspirations are the driving force for individuals, and if so, let employees know there is a plan for their next position. If unable to provide further development over time, managers should facilitate moves among their networks. In turn, they will receive new recruits. To keep professionals who are content to remain at their current level, employers should ask, and provide, what is important to them – certain shifts, a sustainable lifestyle (i.e. a living wage) or an aspect they enjoy. Upskilling remains an important motivator.
 Employees do not stay with employers (and co-workers) who show no respect by refusing to put rosters online; giving less than one weeks’ notice of shifts; providing insufficient hours; or not accommodating workers’ study or care-giving commitments. Training plans for new team members accelerate good relationships, and studies show that retention of new employees is increased by induction processes; however, these are frequently missing. In sum, good social relations in the workplace are not a ‘luxury’ option in hospitality environments, they are essential.
 Corresponding author
 Shelagh Mooney can be contacted at: shelagh.mooney@aut.ac.nz
 References
 (1) Baum, T.; Cheung, C.; Kong, H.; Kralj, A.; Mooney, S.; Nguyễn Thị Thanh, H.; Ramachandran, S.; Dropulić Ružić, M.; Siow, M. Sustainability and the Tourism and Hospitality Workforce: A Thematic Analysis. Sustainability 2016, 8 (8), 809–831. https://doi.org/10.3390/su8080809
 (2) World Travel and Tourism Council. Evaluation of Job Creation in G20 Countries; White Paper; World Travel and Tourism Council: London, 2018; pp 1–10.
 (3) Williamson, D. Too Close to Servility? Why Is Hospitality in New Zealand Still a ‘Cinderella’ Industry? Hospitality & Society 2017, 7 (2), 203–209. https://doi.org/10.1386/hosp.7.2.203_7
 (4) Defillippi, R.; Arthur, M. The Boundaryless Career: A Competency-Based Perspective. Journal of Organisational Behaviour 1994, 15 (4), 307–324. https://doi.org/10.1002/job.4030150403

Boundaryless Careers or Career Boundaries? The Impact of Language Barriers on Academic Careers in International Business Schools

Following the globalization of higher management education and the view of academics as autonomous professionals, academic careers in business schools are deemed to typify the boundaryless careers of the 21st century. We scrutinize the validity of this assumption, focusing on the language barriers internationally mobile management scholars are facing. Based on qualitative interviews with foreign faculty working at leading business schools in Finland, Japan, Spain, and the United States, we investigate how careers in different national academic systems are bounded by the dual challenge to speak both English and the local language. In revealing different degrees of linguistic challenges across national academic systems, we contribute to career research by presenting language barriers as an impediment to global careers in business schools and by establishing “knowing where” as a previously neglected career competency. Our study also maps the process of academic “Englishization,” shows that different career antecedents are influenced by different types of language barriers, and suggests a classification scheme for national academic systems according to their “linguistic difficulty level” for foreigners. On this basis, we develop important practical recommendations for internationally mobile management scholars and business schools aiming to attract international faculty.

Career challenges at Media Inc.

Learning outcomes The learning objectives to be drawn from the case are as follows: to explore the violation of the psychological contract; to understand the notion of the boundaryless career; to assess the advantages and disadvantages of leaving an employer; to explore the factors to be considered when contemplating a career move; and to identify career management strategies in the digital age. Case overview/synopsis Management practices at Media Inc. have resulted in a growing sense of dissatisfaction for Palesa Khume who had been hired to head up the management team of a new glossy women’s magazine, Mirror Me. This project was exciting and exhilarating for Khume. The shifting of agreed-upon objectives causes increased stress to Media Inc. employees and comes to a head with the reneging of the agreed-upon year-end bonus to Khume. She is now faced with the decision whether she should stay or leave the organisation. Complexity academic level Postgraduate Business students, especially MBA students. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management

Organizational citizenship behaviors in the era of changing employment patterns

PurposeThe increasing flexibility and discontinuity of labor relations have been associated with the development of new forms of psychological contracts as well as the development of more self-directed and mobile career attitudes. The purpose of this paper is to examine the relationship between the forms of psychological contract and protean/boundaryless career attitudes on the one hand and organizational citizenship behaviors (OCB) on the other.Design/methodology/approachIn total, 458 employees of three large Italian organizations were sampled through a self-report questionnaire. Zero-order correlations were carried out to examine the associations between study variables while dominance analysis, along with multiple linear regression, was used for evaluating their unique contribution with respect to OCB.FindingsOCB were positively predicted by relational and balanced psychological contracts, protean career attitude and boundaryless mindset.Practical implicationsOrganizations must pay particular attention to the content of the psychological contract and the career attitudes of their employees because they influence their willingness to carry out OCB.Originality/valueThe results add new evidence to the careers literature in terms of boundary conditions with regard to the effects of protean and boundaryless career attitudes as well as different forms of psychological contracts.

Protean and boundaryless career orientations: A critical review and meta-analysis.

The protean/boundaryless career concepts refer to people becoming more self-directed and flexible in managing their careers in response to societal shifts in work arrangements. A sizable literature has emerged on protean/boundaryless career orientations/preferences (PBCO). Questions remain, however, about the structure of PBCO and whether they predict important criteria. The PBCO literature is largely disconnected from broader individual-level career research, making it unclear how PBCO intersect with career models based on other characteristics. We address these questions by systematically reviewing/meta-analyzing PBCO research. On the basis of 135 demographically/occupationally diverse samples from 35 countries (45,288 individuals), we find no support for traditional distinctions between protean and boundaryless orientations-protean self-directed, protean values-driven, and boundaryless psychological mobility all load onto a single general factor, labeled proactive career orientation, and are only weakly related to boundaryless physical mobility preferences. We also find that PBCO predict career self-management behaviors and career satisfaction but are less related to non-career-focused attitudes, objective success, or physical mobility behavior. PBCO are strongly related to proactivity-related and self-efficacy personality traits. We use these findings to propose an integrative model for how PBCO and other dispositions mutually influence career behavior. We discuss when PBCO may have advantages over broad traits for understanding careers, implications for counseling practice, and directions for future research. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Proactive Personality, Career Success, dan Career Adaptability pada Karyawan PT Kereta Api Indonesia Daop 8 Surabaya


 
 
 Proactive personality is an important factor in a boundaryless career. The reason is, in the boundaryless career period, the work environment becomes uncertain and the challenges in a career are increasingly complex. Therefore, there is a need for an adaptive attitude in running a career. Proactive personality is seen as a form of career adaptability. This study analyzes the rela- tionship between proactive personality, career adaptability and career success (subjective and ob- jective). Samples from this study are 41 people from employees of PT KAI DAOP 8 Surabaya which is included in the State-Owned Enterprises (BUMN). The respondents’ data were analyzed using Partial Least Square (PLS) using the SmartPLS 3.0 program. The results of this study indicate that when proactive personalities increase, career adaptability and subjective career success will in- crease too. While the other results of this study are when proactive personality increases, it does not significantly influence objective career success. Similarly, increasing career adaptability does not significantly influence objective career success.
 
 

Against boundarylessness: The liminal career of the flexible employee

This article extends the critique of the boundaryless career concept by focusing on how organizational members may experience boundaries as ambiguous within contemporary career development in organizations. As an alternative to the concept of the boundaryless career, we introduce that of the liminal career. We consider a liminal career as occurring when the normal career path within an organization becomes a state of ‘betwixt and between’, wherein distinctions between social domains and work roles become diffuse, indeterminate and difficult to comprehend. We engage with this concept in relation to three boundaries that remain central within career development: organizational boundaries establishing a distinction between that which is internal and external to the organization, hierarchical boundaries separating employees and managers, and functional boundaries demarcating different work domains. Using a case that illustrates how employees experience ambiguous organizational, hierarchical and functional boundaries, we argue that the concept of the liminal career captures the essence of situations in which there is a lack of clear categories, trajectories and schemes from which to structure career paths in organizations.