How Career Variety Promotes the Adaptability of Managers: A Theoretical Model.

By Ayşe Karaevli, D. Hall. 2006

125 citations recorded by the source corpus.

Subfields: Education, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d935704f0249baf23ff3be769badee832358b594

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In Education

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Testing a Calling Model of Psychological Career Success in Australian Young Adults: A Longitudinal Study (2014, background): “…in career success (Hall & Chandler, 2005; O’Connell, McNeely, & Hall, 2008), career adaptability is reflected in the individual’s capacity to successfully manage and adapt to career developmental tasks and transitions (Karaevli & Hall, 2006; Savickas, 1997) and adjust goals (Bandura, 1991).”
Career adaptability, hope and life satisfaction in workers with intellectual disability (2014, background): “In other words, it is the process by which people actively construct their career life, while coping with changing situations that they experience in their social contexts (Karaevli & Hall, 2006; Savickas, 2013).”
Future orientation and attitudes mediate career adaptability and decidedness (2016, methodology): “A two-step procedure was executed, by using the software Lisrel 8.7 (Jöreskog & Sörbom, 2005).”
The role of learning agility and career variety in the identification and development of high potential employees (2012, methodology): “360) – Karaevli and Hall (2006) argue that employee adaptability (a construct very similar to learning agility) develops from career variety over the span of a person’s career.”
CEO Succession Origin and Firm Performance: A Multilevel Study (2017, unknown): “cause disruption (Karaevli and Hall, 2006), and at the same time, expand the pre-established knowledge repertoire of the organization through the transfer diverse external knowledge and information.”
Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, unknown): “This enables them to retrieve the dispersed pieces of knowledge that reside in the TMT, and synthesize this knowledge to promote innovation, learning, and high performance (Crossland et al., 2014; Karaevli & Hall, 2006).”