2007/05/23 by Daniel C. Feldman, Thomas W. H. Ng · 1 voice · 7 citations
Business, Management and Accounting · Social Sciences · #Entrepreneurship Studies and Influences #Higher Education and Employability #Job Satisfaction and Organizational Behavior
paper · doi:10.1177/0149206307300815
openalex publication_date 2007/05/23 · openalex created_date 2016/06/24 · openalex updated_date 2026/07/07
This article proposes refinements of the constructs of career mobility and career embeddedness and reviews the array of factors that have been found to energize (discourage) employees to change jobs, organizations, and/or occupations. The article also reviews the literature on career success and identifies which types of mobility (and embeddedness) are most likely to lead to objective career success (e.g., promotions) and subjective career success (e.g., career satisfaction). In the final section, the article revisits the utility of viewing careers as “boundaryless” and suggests alternative frameworks for future research on these topics.