Career anchors of managers with global careers

By Vesa Suutari, M. Taka. 2004

199 citations recorded by the source corpus.

Subfields: Communication, Gender Studies, Political Science and International Relations

View Paper: https://www.semanticscholar.org/paper/8128993688101bcf98579c18a24993c6ece05e7e

How researchers see this paper

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

In Communication

1. M. Dickmann
2. Noeleen Doherty
3. Timothy B. Mills
4. Maike Andresen
5. M. Coetzee
6. Torsten Biemann
7. M. Pattie
8. C. Brewster

In Gender Studies

1. M. Dickmann
2. Maike Andresen
3. M. D. Villiers
4. M. Coetzee
5. Torsten Biemann
6. M. Pattie
7. C. Brewster
8. Y. McNulty

In Political Science and International Relations

1. Noeleen Doherty
2. Timothy B. Mills
3. Maike Andresen
4. M. Dickmann

Citations in the corpus

• Sources of job stress, work engagement and career orientations of employees in a South African financial institution. (2010, background): “Suutari and Taka (2004) found that people with a lifestyle career anchor also prefer to have the freedom and autonomy to balance family matters with their career and work demands (Suutari & Taka 2004).”
• What makes them move abroad? Reviewing and exploring differences between self-initiated and assigned expatriation (2015, background): “An analysis of career anchors revealed that for both SIEs and AEs internationalism (Suutari and Taka 2004 ) and lifestyle (Schein 1990 ) are very important career anchors.”
• The construct validity of Schein's career anchors orientation inventory (2008, background): “Baruch (2004) suggests additional anchors for the 21st century, such as employability, and spiritual purpose, while Suutari and Taka (2004) suggest the addition of an Internationalism anchor, which may characterize internationally oriented managers.”
• Exploring the motives of company-backed and self-initiated expatriates (2011, background): “Job and career ambition appear fundamental to the decision to move (Miller and Cheng 1978; Brett and Stroh 1995; Yurkiewicz and Rosen 1995; Suutari and Taka 2004) embracing the opportunity for professional development (Tung 1998; Stahl, Miller and Tung 2002; Stahl and Cerdin 2004) and career opportu”
• Theorizing the meaning(s) of ‘expatriate’: establishing boundary conditions for business expatriates (2016, unknown): “…an ‘internationally mobile manager’ (Andresen & Biemann, 2013); a ‘global manager’ (Cappellen & Janssens, 2010; Suutari, 2003); ‘managers with global careers’ (Suutari & Taka, 2004); an ‘expatriate manager’ (Black, 1988; Black & Stephens, 1989; Harvey & Moeller, 2009; Paik & Sohn, 2004; Thomas,…”