The organizational career: not dead but in need of redefinition

By M. Clarke. 2013

186 citations recorded by the source corpus.

Subfields: Education, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/07b5337aa0aab0e064b888f7eee1860d24e660e3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Education

1. Jos Akkermans
2. Arnold B. Bakker
3. M. Tims
4. Ans De Vos
5. B. I. van der Heijden
6. Svetlana Khapova
7. Paul G. W. Jansen
8. Silvia Bagdadli

In Organizational Behavior and Human Resource Management

1. Jos Akkermans
2. M. Tims
3. Arnold B. Bakker
4. Paul G. W. Jansen
5. Svetlana Khapova
6. Evangelia Demerouti
7. Judith Plomp
8. Wilmar B. Schaufeli

Citations in the corpus

• The effect of protean careers on talent retention: examining the relationship between protean career orientation, organizational commitment, job satisfaction and intention to quit for talented workers (2019, background): “There is some uncertainty about the extent to which independent career orientations are prevalent among employees (Clarke, 2013).”
• Organizational career management practices and objective career success: A systematic review and framework (2019, methodology): “…not completely disappeared (Vinkenburg & Weber, 2012), our framework should be extended to include the features of the “new organizational career” model (Clarke, 2013, p. 684) that combines the characteristics of the traditional organization career, the boundaryless career, and the protean career.”
• #Trending topics in careers: a review and future research agenda (2017, background): “However, there have been recent attempts at bringing back the organizational and societal context in scientific research on careers (e.g. Clarke, 2013; Rodrigues et al., 2015; Tams and Arthur, 2010).”
• Sustainable careers: Towards a conceptual model (2020, background): “In doing so, we respond to calls to contextualize careers (e.g., Akkermans & Kubasch, 2017; Clarke, 2013; Inkson, Gunz, Ganesh, & Roper, 2012) and stress that, instead of framing careers using a linear AC C EP TE D M AN U SC R IP T perspective, a cyclical process is more suitable to reflect the…”
• Career competencies and job crafting: How proactive employees influence their well-being (2016, background): “At the same time, many employees still work for organizations and those organizations also have a responsibility to support them in their career development (Clarke, 2013).”