The organizational career: not dead but in need of redefinition

Abstract

The 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.