التفاصيل البيبلوغرافية
| العنوان: |
Left Behind? Understanding the Career Consequences of Collaborator Exits. |
| المؤلفون: |
Anderson, Tracy1 (AUTHOR) tracy.anderson@unibocconi.it |
| المصدر: |
Academy of Management Journal. Apr2024, Vol. 67 Issue 2, p526-553. 28p. |
| مصطلحات موضوعية: |
*CAREER development, *INTELLECTUAL cooperation, *INDUSTRIAL relations, *LABOR turnover, *RESEARCH institutes |
| مستخلص: |
Prior research on career interdependence has focused on how colleague exits shape employees' intraorganizational careers through the creation of job vacancies and vacancy-driven promotion. In this paper, I propose that colleague exits can shape employees' careers through the creation of valuable relational "vacancies." Focusing on employees engaged in collaborative research, and drawing on the vacancy chains literature, I argue that colleague exits create new collaboration opportunities for remaining employees that can enhance learning and facilitate competency-driven promotion. Yet, employees will benefit only when these opportunities arise as a result of their own collaborators leaving—that is, employees must lose to gain. Using longitudinal data on employees within a single research organization, I show that collaborator exits increase the likelihood of employees' competency-driven promotion in a way that noncollaborator exits do not. Furthermore, it is the exit of higher-level collaborators that is most beneficial. These findings highlight a different type of career interdependence and the role of collaborator mobility in shaping the intraorganizational careers of knowledge workers. [ABSTRACT FROM AUTHOR] |
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| قاعدة البيانات: |
Business Source Index |