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Sustainable high‐potential career development: a resource‐based view

Sustainable high‐potential career development: a resource‐based view Recent developments in restructuring, delayering, downsizing and flexible employment strategies have cast doubt on traditional models of high‐potential career development, especially high‐flyer or fast‐track programmes. In the career management field, the debate has focused on changes in the psychological contract, employability, and career resilience; however, a number of problems can be identified with these formulations, and proposes alternative approaches based on the resource‐based view of the firm and on sustainable development in radical environmentalism. Empirical research on de‐railing, expansiveness and empowerment suggests that current models of high‐potential career management generate problems both for organizations and individuals, as do current attempts by organizations to unilaterally re‐negotiate psychological contracts. Concludes by presenting alternative conceptions of high‐potential career development that may generate greater sustainability in career management for both individuals and organizations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Career Development International Emerald Publishing

Sustainable high‐potential career development: a resource‐based view

Career Development International , Volume 2 (7): 7 – Dec 1, 1997

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References (59)

Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1362-0436
DOI
10.1108/13620439710187981
Publisher site
See Article on Publisher Site

Abstract

Recent developments in restructuring, delayering, downsizing and flexible employment strategies have cast doubt on traditional models of high‐potential career development, especially high‐flyer or fast‐track programmes. In the career management field, the debate has focused on changes in the psychological contract, employability, and career resilience; however, a number of problems can be identified with these formulations, and proposes alternative approaches based on the resource‐based view of the firm and on sustainable development in radical environmentalism. Empirical research on de‐railing, expansiveness and empowerment suggests that current models of high‐potential career management generate problems both for organizations and individuals, as do current attempts by organizations to unilaterally re‐negotiate psychological contracts. Concludes by presenting alternative conceptions of high‐potential career development that may generate greater sustainability in career management for both individuals and organizations.

Journal

Career Development InternationalEmerald Publishing

Published: Dec 1, 1997

Keywords: Career development; Organizational change; Radical environmentalism

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