Please use this identifier to cite or link to this item: http://hdl.handle.net/2440/75814
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dc.contributor.authorClarke, M.en
dc.date.issued2013en
dc.identifier.citationInternational Journal of Human Resource Management, 2013; 24(4):684-703en
dc.identifier.issn0958-5192en
dc.identifier.issn1466-4399en
dc.identifier.urihttp://hdl.handle.net/2440/75814-
dc.description.abstractThe organizational career has been portrayed as increasingly irrelevant in a world where organizations are either unwilling or unable to offer job security, and where individuals are seeking greater independence and flexibility with regard to career development. In theory, new models of career, such as boundaryless or protean career, offer a better fit for both individuals and organizations. This paper argues, however, that not only does the organizational career still exist, but it is also still relevant and desirable. Rather than simply discarding it there is much to be learned from exploring how it has evolved and then redefining it to meet the needs of contemporary organizations.en
dc.description.statementofresponsibilityMarilyn Clarkeen
dc.language.isoenen
dc.publisherRoutledgeen
dc.rights© 2013 Taylor & Francisen
dc.subjectboundaryless career; career management; new organizational career; organizational career; protean careeren
dc.titleThe organizational career: not dead but in need of redefinitionen
dc.typeJournal articleen
dc.identifier.rmid0020123632en
dc.identifier.doi10.1080/09585192.2012.697475en
dc.identifier.pubid22190-
pubs.library.collectionBusiness School publicationsen
pubs.verification-statusVerifieden
pubs.publication-statusPublisheden
dc.identifier.orcidClarke, M. [0000-0003-3442-5472]en
Appears in Collections:Business School publications

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