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Although career proactivity has positive consequences for an individual's career success, studies mostly examine objective measures of success within single countries.This raises important questions about whether proactivity is equally beneficial for different aspects of subjective career success, and the extent to which these benefits extend across cultures. Drawing on Social Information Processing theory, we examined the relationship between proactive career behaviors and two aspects of subjective career success-financial success and work-life balance-and the moderating role of national culture. We tested our hypotheses using multilevel analyses on a largescale sample of 11,892 employees from 22 countries covering nine of GLOBE's 10 cultural clusters. Although we found that proactive career behaviors were positively related to subjective financial success, this relationship was not significant for worklife balance. Furthermore, career proactivity was relatively more important for subjective financial success in cultures with high in-group collectivism, high power distance, and low uncertainty avoidance. For work-life balance, career proactivity was relatively more important in cultures characterized by high in-group collectivism and humane orientation. Our findings underline the need to treat subjective career success as a multidimensional construct and highlight the complex role of national culture in shaping the outcomes of career proactivity. KEYWORDS career self-management, career success, national culture, proactive career behaviors * These 12 authors contributed equally to the article. † The quantitative part of this research endeavor has taken a number of years from conceptualization through to implementation. During this time, we have tried to ensure that we gained the maximum possible through this multiauthor approach while maintaining the integrity of our research. Many of the authors were involved in conceptualizing the research at face-to-face meetings held twice a year for this purpose during 2007-2014. All of the authors were involved in data collection in some capacity in their representative countries. All of the 12 main authors and many of the authors in the 5C collaborative were then involved in the subsequent initial analysis and interpretation of the data in similar biannual meetings held during 2014-2018. In between each of the whole-collaborative meetings, the 12 main authors took the group's inputs away to work on them in meetings held face-to-face, via email and Skype. The original text was drafted and revised among the 12 first-named authors before inviting critical input and revisions from the other 34 authors. The final text emerged from the input received from the collaborative, and all authors have signed off on the submission. This submitted version of the paper thus reflects the input and views of all 46 authors, and all are prepared to be accountable for its content. This process was repeated during the revision and resubmission stage. The large number of authors has facilitated ...

Although research on human and social sustainability has flourished in the past decade, the role that human resource management departments play (or should play) in facilitating more socially responsible and sustainable organizations remains unclear. In practice, this lack of clarity is due to the multiple features and dimensions of potential HR contributions to corporate social responsibility (CSR) and corporate sustainability (CS), as well as widespread failure to integrate HR and CSR functions. Theoretically, the absence of a framework that articulates the HR role in CSR and CS and the substantial separation between HRM and CSR/CS studies among academics act as a reinforcing mechanism. The present study contributes to the growing research on this topic, presenting a framework and a typology to classify the potential HR roles in CSR and CS and comprehensively reviewing the literature at the intersection of HR with CSR and CS. The results of the review provide a broader perspective on the role HR might play in CSR and CS as well as its impact beyond organizational boundaries.

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This study used structural equations modeling to examine the mediating role of procedural justice in the relationships between promotion decisions and organizational commitment and between promotion decisions and intent to leave the organization. 156 managers and executives in Italian subsidiaries of two large multinational organizations in the chemical industry were surveyed about their career history within the organization and their reactions to promotion decisions over an 8-year period. The results showed that promotion decisions influenced feelings of organizational commitment through perceptions of procedural justice in promotion decision-making processes. The theoretical and practical implications of the study s findings are discussed.