Organizational career development is not dead: a case study on managing the new career during organizational change

204 citations recorded by the source corpus.

How researchers see this paper

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

The development and validation of a measure for protean career orientation (2014, background): “Theoretically, the area of ‘new career’ (Lips-Wiersma and Hall 2007; Arthur 2008) is still in its early stages in terms of quantitative empirical studies (Inkson et al. 2012), but novel concepts should be tested using acceptable measures.”
Career attitudes and success of managers: the impact of chance event, protean, and traditional careers (2012, background): “This new type of career reflects changes in employment relationships and organizational structures, driven by globalization, competitive pressures, and technological advances (Arthur and Rousseau 1996; Lips-Wiersma and Hall 2007).”
Employee development and turnover intention: theory validation (2013, background): “Introduction It has widely been agreed that appropriate training and development practices are decisive for a firm’s success (Lips-Wiersma and Hall, 2007; Maertz et al., 2007; Muse and Stamper, 2007).”
Advances in Career Theory and Research: A Critical Review and Agenda for Future Exploration (2009, background): “…as well as detailing the practical implications of the concept and how it can be applied to help managers and organizations navigate the changing context of the contemporary workplace (see e.g., Baruch & Hall, 2004; Hall & Moss, 1998; Lips-Wiersma & Hall, 2007; O’Connell, McNeely, & Hall, 2008).”