The meaning of career success
By Nicky Dries. 2011
110 citations recorded by the source corpus.
Purpose – The purpose of this paper is to examine the extent to which the concept of career success has been subject to reification, and identify potential implications for individuals, organizations, and societies.Design/methodology/approach – The current paper offers an in‐depth analysis of the different contextual forces contributing to the reification of careers (i.e. history, culture and ideology), and how these have impacted on the social reality of career and the definitions of career success held by different relevant actors.Findings – In total, eight research propositions are identified that need to be addressed in future research in order to advance knowledge and understanding of career success in context.Social implications – One manifest outcome of career reification is the establishment of collective norms prescribing what a “normal”, “successful” career is – and what is not. Consequently, all careers not conforming to these norms are devaluated, which is inappropriate given the present‐day c...
Subfields: Education, Management of Technology and Innovation, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/90a9a856c97022be3a3fa2322f661e67edab8629
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In Education
- Ans De Vos
- Eva Gallardo-Gallardo
- Nicky Dries
- Luc Sels
- S. Nijs
- A. Hirschi
- Nele de Cuyper
- Beatrice van der Heijden
In Management of Technology and Innovation
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Applying a talent management lens to career management: the role of human capital composition and continuity (2013, background): “Guest and Mackenzie Davey 1996; Arnold and Cohen 2008) – most empirical studies have demonstrated that both individuals and organizations still have a preference for organizational careers (Dries 2011), leading some authors to label some of the assumptions made in the ‘new’ careers literature as rhe”
- A multidisciplinary review into the definition, operationalization, and measurement of talent (2014, background): “behaviors is not taken into consideration adequately (De Vos & Dries, 2013). Consequently, investigating talent and talentmanagement purely from a resource-based view seems insufficient to capture the psychological mechanisms that come into play when managing individuals. In general, we posit—in lin”