Executive career management: Switching organizations and the boundaryless career |
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| Affiliation: | 1. Roehampton University, Roehampton Lane, SW15 5PU London, UK;2. Carnegie Mellon University, 5000 Forbes Avenue, Pittsburgh, PA 15213, USA;3. Kingston University, Kingston Hill, KT2 7LB, UK;1. College of Management, Shenzhen University, Shenzhen, Guangdong, China;2. Department of Sociology, The Chinese University of Hong Kong, Shatin, NT, Hong Kong;3. Department of Applied Psychology, Lingnan University, Hong Kong;1. Justus-Liebig-University Giessen, Germany;2. University of Michigan, United States;1. KU Leuven, Faculty of Economics and Business, Campus Antwerp, Korte Nieuwstraat 33, 2000 Antwerp, Belgium;2. KU Leuven, Faculty of Economics and Business, Campus Leuven, Naamsestraat 33, 3000 Leuven, Belgium;3. KU Leuven, Research Group Work, Organizational and Personnel Psychology, Dekenstraat 2, 3000 Leuven, Belgium |
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| Abstract: | There has been little research examining executives who change jobs by specifically following these individuals both before and after their employer changes. By incorporating research on the boundaryless career [Arthur, M. B., & Rousseau, D. M. (Eds.). (1996). The boundaryless career: A new employment principle for a new organizational era. New York: Oxford University Press; Sullivan, S. E., & Arthur, M. B. (2006). The evolution of the boundaryless career concept: Examining physical and psychological mobility. Journal of Vocational Behavior, 69, 19–29] and applying Frank’s theory of relative standing (1985), this study examined factors that may cause executives to change jobs in the context of managing their careers. Our findings revealed that factors, such as age and compensation, were related to the likelihood of job movements as well as declining organizational health. Post-hoc analyses also indicated that executive job-changers received significantly greater increases in total compensation and were more likely to receive increases in organizational status. |
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