Intraorganizational and interorganizational job change: A discriminant analysis

Doering, Mildred; Rhodes, Susan R.

doi:10.1007/bf02193857

Cited by 14 publications

(12 citation statements)

References 53 publications

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“…Greater job search behavior, as prior research has shown, affects the number of perceived, if not actual, career alternatives obtained during the job search process (see Ornstein and Isabella, 1993), increasing the likelihood of change. Similarly, receiving ample psychosocial support from a diverse network of individuals may lead to a general sense of self-con®dence regarding one's career ± derived from perceiving support from`all sides' ± that increases one's perceived ease of career movement (Doering and Rhodes, 1996;March and Simon, 1958), facilitating the choice of change. The following hypotheses summarize the proposed relationships:…”

Section: Psychosocial Advice Relations and Career Changementioning

confidence: 98%

“…By adding a subjective component to my de®ni-tion of career change, I guard against the possibility that individuals who change organizations and jobs are doing so as part of a smooth transition within a consistent sequence of work experiences or career. ' There are, of course, many alternative conceptualizations of career change and so, there are many different types of career transitions that one could study (e.g., Breeden, 1993;Doering and Rhodes, 1996). For example, with a different conceptualization of career change, one might consider a change in job (e.g., from human resources to ®nance) within the same organization as a career change (Heppner et al, 1994).…”

Section: Introductionmentioning

confidence: 97%

“…The majority of studies of career change have addressed`job' or employer' changes and hence, have centered on more simple forms of career change (e.g., Doering and Rhodes, 1996). In addition to focusing on a particular type of career change that is suitable to early career decision-makers, the de®nition I have proposed re¯ects the more general idea that work within a single organization today demands multiple jobs (Major, 2000;Miner and Robinson, 1994), rendering traditional terms such as job shift or job change (e.g., Feldman and Brett, 1983) less relevant as standalone constructs for understanding career change today.…”

Section: Introductionmentioning

confidence: 99%

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Changing careers: the effects of social context

2001

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SummaryThis paper investigates the social context in which career decisions are made. Results show that beyond individual-level factors such as demographics and work history, individuals' decisions to change careers are socially embedded. Findings suggest that the greater the diversity of an individual's network of advisors, the greater the likelihood that an individual will change careers. In addition, this paper explores the mechanisms through which different subsets of advice relationships ± instrumental versus psychosocial ± affect the decision to change careers. Results show that the greater the diversity of an individual's set of instrumental relations, the greater the number of offers he or she receives during the job search process and, further, that the number of offers received is positively related to the likelihood of changing careers. The diversity of an individual's set of psychosocial relations was related to his or her con®dence to overcome career obstacles. However, con®dence was not, in turn, related to career change, counter to expectations.

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Section: Psychosocial Advice Relations and Career Changementioning

confidence: 98%

Section: Introductionmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

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Changing careers: the effects of social context

2001

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“…To simplify their typology for ease of discussion, we focus on the dimensions of status and employer and highlight six specific types of mobility: internal‐upward, external‐upward, internal‐lateral, external‐lateral, internal‐downward and external‐downward. Following Doering and Rhodes (1996), we posit that status and employer change may involve either the same or different functions.…”

Section: Types Of Job Mobilitymentioning

confidence: 99%

Determinants of job mobility: A theoretical integration and extension

Ng¹,

Sorensen²,

Eby³

et al. 2007

J Occupat & Organ Psyc

189

187

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The goals of this paper are to conceptually integrate and extend the diverse literature on job mobility. We introduce a multi-level theoretical framework that describes how individuals' job mobility unfolds. Three theoretical perspectives inform this framework. The structural perspective suggests that macro-level factors (e.g. economic conditions and industry differences) determine the opportunity structure of job mobility in the labour market. The individual difference perspective suggests that dispositional attributes affect a person's preferences for and subsequent behaviours associated with job mobility. The decisional perspective, grounded in the theory of planned behaviour (Ajzen, 1991), suggests that decisions to engage in job mobility are based on the evaluation of three factors: subjective norms, the desirability of the mobility option and individuals' readiness for change. The article concludes with a discussion of the multilevel nature of determinants of job mobility and directions for future research.

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“…The approaches proceed on the assumption that when individuals enter organizations in higher positions, a continuous process of in-house training is necessary (Nabi 1999;Pfeffer and Cohen 1984; for a review, see Rosenfeld 1992). In contrast to the structural perspective, most studies approach the phenomenon from the individuals' perspective (Dalton 1959;Doering and Rhodes 1996;Griffin and Hesketh 2003). These studies identify the individual outcome, background characteristics, demographics or individual motivations for staying in a company -or changing employers.…”

Section: Literature Review and Theory Developmentmentioning

confidence: 98%

Go for games: Managerial career networks in creative industries

Kröger

Domahidi

Quandt

2013

Creative Industries Journal

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The digital games industry has developed from a secondary sector of the media entertainment industry to one of its major driving forces. Despite its economic relevance, it is still a transitional industry with quickly evolving structures. As such, it is also an interesting object for the analysis of the development of media industries. The current study uses a combination of social network analysis and expert interviews to map the emerging network structures within the German games industry. It reconstructs the career pathways of key managers in the industry, including their former and current business relationships. The study's findings indicate that the current breed of managers primarily enter the games business from other economic sectors. For this reason, the industry network is still characterized by weak organizational interconnections. However, the strong connectedness of a younger generation of managers hints at a future strengthening of the underlying business and communication network.

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Intraorganizational and interorganizational job change: A discriminant analysis

Cited by 14 publications

References 53 publications

Changing careers: the effects of social context

Changing careers: the effects of social context

Determinants of job mobility: A theoretical integration and extension

Go for games: Managerial career networks in creative industries

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