Lost in time and space: temporal and spatial challenges facing older workers in a global economy from a career capital perspective

Abstract

This paper develops a conceptual framework to enhance our understanding of the career challenges facing older workers in a global economy. A distinction between 'high' and 'low' career capital of older workers is made. This distinction is then used to highlight potential temporal and spatial challenges for older workers in their later life careers. We draw on empirical evidence from existing studies of older workers and their careers. The contribution of this paper to human resource management debates is three-fold. Firstly, we contribute to debates in the HRM literature about intelligent careers and career capital by distinguishing between high and low career capital to explain the polarisation of older workers' careers. Secondly, we synthesise career capital issues with spatial and temporal aspects of international labour-markets to conceptualise the key issues and challenges which create potential boundaries for older workers when navigating later life careers thereby contributing to 'boundary focused scholarship ' (Inkson et al., 2012: 332). Finally, we develop a series of propositions to provide a basis for further research into the issues of space and time relevant to older 'high' and 'low' career capital workers, their careers and human resource management.

Building career capital: developing business leaders' career mobility

“…With respect to organisational change, the framework has been used to look at institutional development (Arthur et al, 1999), talent management (Zikic, 2015) and industry communities (DeFillippi and Arthur, 1994). While in relation to individual change it has been used to explore: personal understanding (Arthur et al, 1999), personal development (Felker and Gianecchini, 2015) and career management (Tempest and Coupland, 2016). Despite such broad applications, there have been limited efforts to apply the framework to role transitions with notable exceptions being Terjesen's (2005) work on female entrepreneurs and Suutari and Makela's (2007) work on global career transitions.…”

Building career mobility: A critical exploration of career capital

“…Career capital is not a new concept and has been explored previously in professional development and career management contexts (Dickmann & Harris, 2005;Felker & Gianecchini, 2015;Zikic, 2015;Tempest & Coupland, 2016). Yet, the concept still remains relatively under-used and few have explored what this means in particular contexts and work situations (such as during work transitions).…”

“…Building career mobility: A critical exploration of career capital career management (Tempest & Coupland, 2016), as well as organisation contexts, such as organisational change (Arthur et al,1999) and talent management (Zikic, 2015); z z Career capital is context-dependent: Career capital is dependent on the work environment and varies in different contexts. For instance, an individual's career capital may be better valued in one situation than others; z z Career capital may be transported and transferrable: Whilst more 'bounded' aspects of career capital are valued solely within specific situations, 'boundaryless' forms of career capital (DeFillippi & Arthur, 1996: 124) can be transferred to new situations thereby supporting personal mobility;…”

“…Colin, for instance, was able to recognise rather objectively the tools from his metaphorical toolkit he needed to make the move he wanted and instigated; z z Future-focused (F): Individuals should give consideration to the future career field they wish to operate in, and have a strong appreciation of the emerging trends in this field. Such an assessment may identify high value career capital items (Tempest & Coupland, 2016) that will be critical for such forthcoming career transitions, as well as low value, obsolete career capital aspects (Arthur et al, 1999) that can be let go of. Emerging career capital needs can therefore be addressed; z z Targeted (T) and Transferable (T): Individuals should build targeted and transferrable career capital.…”

“…Instead, individuals are likely to have to transition between roles more frequently (Kambourov and Manovski, 2008), whilst seeking out opportunities within the careers landscape. Indeed, there have been several calls for more 'intelligent careers' in response to the changing work environment (Arthur Clamon, DeFillippi & Adams, 1995;Tempest & Coupland, 2016;Arthur, et al, 2017).…”