|
|
1 | (42) |
|
|
1 | (1) |
|
|
2 | (1) |
|
|
2 | (1) |
|
Career perspectives: Individual versus organizational |
|
|
3 | (1) |
|
What is the meaning of career? |
|
|
3 | (2) |
|
|
5 | (4) |
|
Balancing individual and organizational needs |
|
|
9 | (3) |
|
|
12 | (3) |
|
The changing nature of careers |
|
|
15 | (1) |
|
Organizational careers: The rumours of their death have been premature |
|
|
15 | (2) |
|
New psychological contracts: The evolution of employment relationships |
|
|
17 | (4) |
|
Changing the rules of the game |
|
|
21 | (1) |
|
Changes in the occupational sector from a historical perspective |
|
|
22 | (3) |
|
Career systems and their multi constituencies: Who brings what, who does what |
|
|
25 | (7) |
|
|
32 | (3) |
|
|
35 | (1) |
|
Successful career systems |
|
|
36 | (1) |
|
Career management as part of the HR matrix |
|
|
37 | (2) |
|
From strategic HRM to strategic career systems |
|
|
39 | (1) |
|
|
39 | (1) |
|
|
39 | (1) |
|
|
40 | (1) |
|
|
41 | (2) |
|
|
43 | (28) |
|
|
43 | (1) |
|
|
44 | (1) |
|
Introduction: Career - individual perspective |
|
|
44 | (1) |
|
|
45 | (6) |
|
Internal, external, and organizational careers |
|
|
51 | (1) |
|
Individual models of career choice |
|
|
52 | (6) |
|
Individual models of career stage and development |
|
|
58 | (7) |
|
|
65 | (3) |
|
|
68 | (1) |
|
|
69 | (1) |
|
|
69 | (2) |
|
3 Individual careers and career models |
|
|
71 | (34) |
|
|
71 | (1) |
|
|
72 | (1) |
|
Models of individual career development and the protean career |
|
|
73 | (3) |
|
Individuals and career counselling |
|
|
76 | (1) |
|
Studying individual careers |
|
|
77 | (3) |
|
|
80 | (9) |
|
The desert generation phenomenon |
|
|
89 | (5) |
|
Boundaryless, intelligent, kaleidoscope, and post-corporate careers and career construction theory |
|
|
94 | (4) |
|
How to reinvent and resurrect one's own career |
|
|
98 | (4) |
|
|
102 | (1) |
|
|
102 | (1) |
|
|
103 | (2) |
|
4 Employability, sustainability, and entrepreneurship |
|
|
105 | (26) |
|
|
105 | (1) |
|
|
106 | (1) |
|
|
106 | (1) |
|
|
106 | (6) |
|
Employability - when and for whom? |
|
|
112 | (1) |
|
|
112 | (6) |
|
Organizational perspective of employability |
|
|
118 | (2) |
|
|
120 | (2) |
|
Entrepreneurship as a promising, viable career path |
|
|
122 | (5) |
|
Phasing out - the ending of working life |
|
|
127 | (1) |
|
|
128 | (1) |
|
|
128 | (1) |
|
|
129 | (2) |
|
5 The dynamic nature of career management |
|
|
131 | (34) |
|
|
131 | (1) |
|
|
132 | (1) |
|
|
132 | (7) |
|
|
139 | (3) |
|
|
142 | (4) |
|
The Peter Principle and organizational career systems |
|
|
146 | (3) |
|
|
149 | (1) |
|
|
150 | (1) |
|
|
151 | (2) |
|
|
153 | (6) |
|
Changes in specific occupations and the emergence of new vocations and business sectors |
|
|
159 | (2) |
|
Change versus stability: implications for career systems |
|
|
161 | (1) |
|
|
162 | (1) |
|
|
162 | (1) |
|
|
162 | (1) |
|
|
163 | (2) |
|
6 Organizational career systems - the Career Active System Triad (CAST) |
|
|
165 | (46) |
|
|
165 | (1) |
|
|
166 | (1) |
|
From an individual focus to an organizational perspective |
|
|
167 | (1) |
|
The career active system triad (CAST) |
|
|
168 | (3) |
|
Organizational career systems |
|
|
171 | (4) |
|
Organizational frames and career dynamism |
|
|
175 | (1) |
|
Strategic HRM, strategic career systems |
|
|
176 | (4) |
|
Flexibility and competitive advantage |
|
|
180 | (1) |
|
Flexibility as a strategic response |
|
|
180 | (4) |
|
The blurring of boundaries |
|
|
184 | (1) |
|
|
185 | (1) |
|
Work stress and control over time |
|
|
186 | (3) |
|
Alternative work arrangements |
|
|
189 | (6) |
|
Organizational developments and career systems |
|
|
195 | (1) |
|
Recruitment, selection and, career systems |
|
|
196 | (2) |
|
|
198 | (1) |
|
|
199 | (4) |
|
Evaluating career systems |
|
|
203 | (3) |
|
|
206 | (1) |
|
|
207 | (1) |
|
|
207 | (1) |
|
|
208 | (1) |
|
|
208 | (3) |
|
7 Organizational career management practices |
|
|
211 | (40) |
|
|
211 | (1) |
|
|
212 | (1) |
|
Introduction: Career practices |
|
|
212 | (3) |
|
The use of career practices: Empirical evidence |
|
|
215 | (4) |
|
|
219 | (1) |
|
Career practices for whom? |
|
|
220 | (1) |
|
Career practices: Detailed discussion |
|
|
221 | (22) |
|
From a collection to a collective: Integrating practices into a system |
|
|
243 | (3) |
|
Implications for organizations |
|
|
246 | (1) |
|
|
247 | (1) |
|
|
247 | (1) |
|
|
248 | (1) |
|
|
249 | (2) |
|
8 Global career management |
|
|
251 | (36) |
|
|
251 | (1) |
|
|
252 | (1) |
|
|
252 | (1) |
|
The internationalization of careers: Individual perspective |
|
|
253 | (4) |
|
Individual characteristics of global managers |
|
|
257 | (1) |
|
Global psychological contracts? |
|
|
258 | (3) |
|
|
261 | (1) |
|
|
262 | (1) |
|
Different national managerial cultures |
|
|
263 | (3) |
|
Global career systems: The organizational perspective |
|
|
266 | (1) |
|
HRM operating across borders: `Glocalized' careers |
|
|
267 | (6) |
|
Expatriation and repatriation career strategies |
|
|
273 | (6) |
|
Repatriation and reverse culture shock |
|
|
279 | (5) |
|
|
284 | (1) |
|
|
285 | (1) |
|
|
285 | (2) |
|
9 Equality, diversity, and inclusion: Careers perspective |
|
|
287 | (32) |
|
|
287 | (1) |
|
|
288 | (1) |
|
|
288 | (1) |
|
|
289 | (1) |
|
|
290 | (1) |
|
What is management of diversity? |
|
|
291 | (5) |
|
Organizational approaches to tackling discrimination and improving inclusion |
|
|
296 | (1) |
|
Procedural justice and distributive justice |
|
|
297 | (4) |
|
Specific groups and relevant issues |
|
|
301 | (12) |
|
Belonging to a special type of family |
|
|
313 | (1) |
|
Organizational policies and their importance in managing diversity |
|
|
314 | (1) |
|
|
315 | (1) |
|
|
315 | (1) |
|
|
316 | (1) |
|
|
317 | (2) |
|
10 Conclusion: The future of careers |
|
|
319 | |
|
|
319 | (1) |
|
|
320 | (1) |
|
|
320 | (1) |
|
|
321 | (1) |
|
|
322 | (1) |
|
Technology, e-business careers, and virtual careers |
|
|
323 | (2) |
|
|
325 | (1) |
|
Strategic career or career strategy? |
|
|
326 | (1) |
|
The career ecosystems theory as an over-arching perspective |
|
|
326 | (1) |
|
|
327 | (2) |
|
|
329 | |