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By M. Cortini, G. Tanucci, E. Morin

This book presents a topical consideration of the demanding situations posed by means of the transition to extra transitority employment preparations as we circulation from an commercial to a knowledge-based economic system.

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Extra resources for Boundaryless Careers and Occupational Wellbeing

Sample text

As a consequence Bauer et al. (1998) pointed out that “an important variable for socialization researchers to consider is the type of transition being made and the amount of personal change required by that transition” (1998, 158). The second issue concerns the timing of organizational socialization. Because organizational socialization is a process, research should analyze it using longitudinal designs. , 1998). Some variables showed differences in their effects explained by time. For example, organizational socialization tactics have been found to be more influential four months after transition than later (ten months after transition; Ashforth & Saks (1996)).

The evolution of the boundaryless career concept: examining physical and psychological mobility. Journal of Vocational Behavior, 69 (1), 19–29. ). As a consequence, the nature of careers has changed as well, from “traditional” bureaucratic careers to ones described as “boundaryless” (Arthur & Rousseau, 1996) and “protean” (Hall, 2004). Even if these two concepts (metaphors) have been criticized and discussed in recent years (Arnold & Cohen, 2008), one evident feature of the new careers (mainly described by the boundaryless metaphor) is the requirement for workers to transit among different kinds of organizations and jobs.

The job discretion four-point format item was based on the four-item scale of West, Nicholson and Rees (1987). It asked the employee to judge the extent to which the new role gave him/her discretion in deciding the sequence in which tasks were to be done, how to do them, and in deciding the task. Higher scores indicated more job discretion. To evaluate hypotheses 1, 2a, and 2b we ran two General Linear Models with repeated measures (one for role innovation and one for skill change as the dependent variable).

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