ABSTRACT
As companies seamlessly move across the globe in search of talent and resources, so to are highly skilled individuals taking up this opportunity to choose a job which best meets their goals and expectations. People are making more frequent job moves than in the past, in their pursuit of boundaryless careers. This unpredictable, non-linear career creates opportunities as well as problems for both individuals and organisations. In particular, it affects both individual and organisational learning, and, since knowledge is power, it affects the prosperity of both. Both individuals and companies need to ensure that boundaryless careers do not adversely affect learning at the person and organisational level. At the person level, lack of learning has clear implications for future employability. At the organisation level, lack of learning will adversely affect long-term (and in today’s fast-changing world, even short-term) company performance. Employees are left with little choice but to learn continuously and to expand their networks to maintain employability. Organisations, on the other hand, are left with little choice but to provide interesting and meaningful work, as well as broad management support, that enhances individual’s skills and develops and sustains careers.
1. Introduction
Globalisation and technological advances are bringing new opportunities as well as challenges to both individuals and organisations. As companies seamlessly move across the globe in search of talent and resources, so to are highly skilled individuals taking up this opportunity to choose a job which best meets their goals and expectations. Evidently, both men and women are making more frequent job moves than in the past (Ackah and Heaton, 2004) keenly, perhaps, navigating across employers and geographies, aided by extensive social and professional connections (Arthur and Rousseau, 1996). This new breed of people are pursuing boundaryless careers - careers, it seems, limited only by their imagination.
This chaotic, nonlinear, network-centered career (Arthur and Rousseau, 1996) is marked by a variety of tasks, redefinitions of one’s profession, fits-and-starts (Mirvis and Hall, 1994), which creates opportunities as well as problems for both individuals and organisations.
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Table of Contents
1. Introduction
2. The concept of ‘boundaryless’ career
3. Implications for individual and organisational learning
4. Conclusion
5. References
Research Objectives and Themes
This paper examines the implications of the "boundaryless career" model on individual and organizational learning in an era of globalization and rapid technological change. It explores how the shift from traditional, organizationally bounded career paths to more fluid, non-linear, and network-centered career patterns necessitates a new approach to skill acquisition, employability, and human resource management for both employees and firms.
- The transition from "bounded" to "boundaryless" career structures.
- The impact of career mobility on individual learning and employability.
- Organizational strategies for managing talent in a boundaryless environment.
- The role of networking, international assignments, and outsourcing in modern career development.
- The challenges of balancing individual autonomy with organizational knowledge retention.
Excerpt from the Book
3. Implications for individual and organisational learning
Both individuals and companies need to ensure that boundaryless careers do not adversely affect learning at the person and organisation level. At the person level, lack of learning has clear implications for future employability. At the organisation level, lack of learning will adversely affect long-term (and in today’s fast-changing world, even short-term) company performance.
One way that employees can ensure their knowledge and skills are up-to-date and marketable is to take responsibility for own career development. Individuals need to train themselves and plan their own career by comparing themselves against peers outside of the organisation rather than co-workers (Arthur and Rousseau, 1996; Loogma et al. 2004; Mirvis and Hall, 1994; Arthur et al. 2005; Arthur, 1994; Defillippi and Arthur, 1994). Research by Ackah and Heaton (2004) shows that this already seems to be the case as both men and women are taking own responsibility to learn new skills to increase employability. By increasing employability, employees can overcome organisational boundaries by having the option to find suitable employment in other organisations.
This reduced organisational commitment clearly has implications for organisations. How then should organisations respond? Academics such as Granrose and Baccili (2006) advise that organisations should do everything they can to encourage employees, namely those pursuing boundaryless and protean careers, to increase their employability by learning new skills and forming networks.
Summary of Chapters
1. Introduction: Outlines the shift towards boundaryless careers driven by globalization and technological advances, establishing the aim to examine its impact on learning.
2. The concept of ‘boundaryless’ career: Defines the nature of boundaryless careers as non-linear and network-centered, contrasting them with traditional bounded career paths.
3. Implications for individual and organisational learning: Analyzes the dual responsibility of employees and organizations in fostering continuous learning and maintaining employability.
4. Conclusion: Summarizes that while employees must take ownership of their career development, organizations must adapt by providing meaningful work and support to manage mobile talent.
5. References: Lists the academic sources and empirical studies cited throughout the paper.
Keywords
Boundaryless career, organizational learning, individual learning, employability, globalization, human capital, career development, networking, skill acquisition, outsourcing, protean career, professional development, organizational commitment, knowledge management, talent management.
Frequently Asked Questions
What is the central focus of this paper?
The paper explores how the modern shift toward "boundaryless" careers—characterized by frequent job changes and non-linear paths—impacts learning processes for both the individual employee and the organization.
What are the primary themes discussed?
The work covers career mobility, the necessity of continuous learning, the evolution of organizational support systems, the importance of networking, and the challenges of managing human resources in a globalized, competitive landscape.
What is the main research objective?
The primary goal is to examine the implications of boundaryless career patterns on individual and organizational learning, specifically investigating how stakeholders can navigate the opportunities and problems this shift creates.
Which scientific approach is utilized?
The paper employs a comprehensive literature review, synthesizing research from various academic sources to analyze the conceptual shift of careers and its practical consequences for modern business management.
What is covered in the main body of the text?
The main sections define the concept of a boundaryless career, detail the advantages and disadvantages for employees, and discuss strategies such as training, international assignments, and outsourcing that organizations use to adapt to these changes.
Which keywords best characterize this publication?
Key terms include boundaryless career, employability, organizational learning, skill acquisition, globalization, and human capital.
Why do companies face difficulty in maintaining staff commitment?
Companies face high staff turnover because highly skilled individuals are increasingly prioritizing their own career goals and employability over loyalty to a single "job for life," leading them to seek opportunities across different organizations.
How does the author view the term "boundaryless"?
The author argues that the term "boundaryless" is somewhat far-fetched, as employees are still "bound" by the need to continuously acquire new skills and networks to ensure their financial security and professional relevance.
- Citation du texte
- Benjamin Toric (Auteur), 2007, 'Boundaryless' career - Implications for individual and organisational learning, Munich, GRIN Verlag, https://www.grin.com/document/112909
