Available online iFirstInternational audienceWe propose a career model that focuses on the antecedents of career success for managers and professionals within organizations. The model includes constructs rarely represented in the literature, and is based on conservation of resources theory. Testing our model with a sample of 545 managers, we found significant effect of positive and negative social capital, perception of organizational politics, professional vitality, and protean career attitude on internal and external career success, mediated by organizational commitment and met expectations, and moderated by chance event effect. This original contribution includes incorporating new constructs and concentrates upon factors enabling support for successful careers

Purpose This paper aims to examine the relationship between behaviors associated with transformational leadership (TL) and the sub-processes of organizational learning (OL) and to explain these relationships based on the ability-motivation-opportunity (AMO) framework. Design/methodology/approach Questionnaires assessing leadership behaviors and unit learning processes were filled in by 520 employees from 30 units within 9 organizations. Findings Each sub-process of OL was found to be related to different leadership behaviors. For example, distribution was related to TL components directed toward developing followers’ ability (i.e. vision and intellectual stimulation) and created the opportunity to share knowledge (i.e. supportive leadership). On the other hand, the TL components found to be related to interpretation were those that enhance followers’ motivation to work well in a group (i.e. inspirational communication and personal recognition). Research limitations/implications Showing that specific TL behaviors are related to different OL sub-processes emphasizes the importance of each OL sub-process as a distinct outcome. In addition, this study begins to address the possible mechanisms that may explain why specific factors enhance some OL sub-processes, but not others. Practical implications The study’s findings will assist managers and HR practitioners in recognizing which leadership behaviors are to be enhanced to help address particular sub-processes of OL that need improvement. Originality/value This paper is the first to examine the fine-tuned relationships between TL and OL and thus adds another explanation regarding why organizations differ in their learning processes and in their eventual outcomes, such as performance and innovation.

PurposeWith the change in global and local markets and the emergence of new types of careers such as protean careers (which are values‐driven), individual values (i.e. citizenship behaviors, altruistic standards, and helping activities) seem to have a growing effect on decisions people make about significant choices in their lives such as the choice of a career. The authors apply a theory of protean career and citizenship/altruistic behavior to study career choices and career development amongst an international sample of MBA and MPA students. It is expected that values may lead to career choices in early stages of vocational search, but career choices and development may also affect one's values during the training process, especially during educational and professional schooling. This paper aims to focus on the issues surrounding career choice.Design/methodology/approachThe study focuses on the first stage of the process of career choice at the beginning of MBA/MPA studies. A quantitative research design was applied by using a survey instrument that draws on a cross‐national study.FindingsA positive relationship is found between good citizenship of altruistic behavior and protean career. This relationship is solid and generic beyond the effect of gender, age, or culture/national setting.Originality/valueThe findings point to some meaningful relationships amongst the studied variables and emphasize the need to direct MBA/MPA students to a value‐oriented educational program in their fields of expertise. The paper ends with a discussion of the theoretical and practical implications for future studies in career development.

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We examined the prospects of successful career transition from the defense forces and into the dynamic and turbulent civilian career, focusing on possible antecedents for success in the second career. Based on a sample of 202 high level retirees from military and civilian defense organizations in Israel, our results indicate that preparations for retirement, social capital, perception of organizational politics in the new working place and work-family conflict are related to the dependent variables and affect the retiree's success in their second career. In addition, organizational commitment was found to serve as a mediator in these relationships. Implications for theory of career development and change, as well as practical implications and recommendations for future studies, are discussed.