Organizational embeddedness and occupational embeddedness across career stages
By Thomas W. H. Ng, D. Feldman. 2007
247 citations recorded by the source corpus.
Subfields: Gender Studies, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/555440040aac1323868cb82debb1b0f8a67d61d6
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Gender Studies
- Thomas W. H. Ng
- D. Feldman
- D. Kooij
- Marjorie Armstrong-Stassen
- Francine Schlosser
- Henk W. Volberda
- Corine Boon
- Jatinder S. Sidhu
In Organizational Behavior and Human Resource Management
- D. Kooij
- Thomas W. H. Ng
- D. Feldman
- Corine Boon
- Marjorie Armstrong-Stassen
- Francine Schlosser
- Henk W. Volberda
- Jatinder S. Sidhu
Citations in the corpus
- Community embeddedness and work outcomes: The mediating role of organizational embeddedness (2014, background): “In other words, highly embedded workers have stronger incentives to work hard because they want to ensure that their firms continue to thrive and thereby enhance their own job security (Ng and Feldman, 2007).”
- Perceived organizational membership and the retention of older workers (2011, background): “Ng and Feldman (2007) proposed that fit for older workers revolves around skill updating, retraining, and professional development.”
- Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage (2018, background): “Similarly, Ng and Feldman (2007) proposed that the factors that promote embeddedness, which is closely related to fit, differ as careers unfold over time.”
- Why do international assignees stay? An organizational embeddedness perspective (2011, unknown): “…assignees in MNCs. Drawing on job embeddedness theory (Lee, Mitchell, Sablynski, Burton, & Holtom, 2004; Mitchell, Holtom, Lee, Sablynski, & Erez, 2001), Ng and Feldman (2007) defined organizational embeddedness as the totality of forces that keep people in their current organizations.”
- The Conjoint Influence of Top and Middle Management Characteristics on Management Innovation (2018, background): “This can be demotivating for MM, as prior investments in developing expertise with established approaches become sunk costs (Ng & Feldman, 2007).”