Literaturnachweis - Detailanzeige
| Autor/in | Yamamoto, Hiroshi |
|---|---|
| Titel | The Relationship between Employees' Inter-Organizational Career Orientation and Their Career Strategies |
| Quelle | In: Career Development International, 11 (2006) 3, S.243-264 (22 Seiten)
PDF als Volltext |
| Sprache | englisch |
| Dokumenttyp | gedruckt; online; Zeitschriftenaufsatz |
| ISSN | 1362-0436 |
| DOI | 10.1108/13620430610661768 |
| Schlagwörter | Career Planning; Multiple Regression Analysis; Career Exploration; Correlation; Employee Attitudes; Job Satisfaction; Career Change; Career Development; Questionnaires; Industrial Psychology; Organizational Development; Organizational Theories; Foreign Countries; Japan |
| Abstract | Purpose: The present study has two purposes. One is to investigate the relationship between an Inter-Organizational Career Orientation (IOCO) of employees and their career strategies. The second is to investigate the effects of the career attitudes that an IOCO has on employee career strategies. Design/methodology/approach: The facts and conclusions presented in this paper were obtained from a study of 365 employees from 16 companies. A multiple regression analysis was adopted for testing hypotheses. Findings: With regard to the first objective, it was determined that IOCO has a positive effect on inter-organizational career strategies (career exploration) and a negative one on organizational career strategies (self-nomination). With regard to the second objective, the moderating effects of career attitudes toward the relationships described as follows became clear: job involvement of employees with regard to the relationship between IOCO and creating career opportunities; job involvement of employees with regard to the relationship between IOCO and self-nomination; job involvement of employees with regard to the relationship between IOCO and career insight; and career goal commitment of employees with regard to the relationship between IOCO and challenging work behavior. Research limitations/implications: An analysis according to demographic factors and the implementation of longitudinal research are suggested as future research subjects. Originality/value: This paper showed that IOCO contributed not only to the rejection of organizational career strategies but also to that of organizational and inter-organizational career strategies. "Domain fit hypothesis" was verified in new organizational behavioral concepts between career orientation and a career strategy. (Contains 11 figures, 6 tables and 6 notes.) (As Provided). |
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| Erfasst von | ERIC (Education Resources Information Center), Washington, DC |
| Update | 2017/4/10 |
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