The relationship between employees' inter-organizational career orientation and their career strategies

摘要

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.