Understanding organizational embeddedness and career success: Who and what you know |
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| Authors: | Kohyar Kiazad Maria L. Kraimer Scott E. Seibert Leisa Sargent |
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| Affiliation: | 1. Centre for Global Business, Monash University, Melbourne, Victoria, Australia;2. School of Management and Labor Relations, Rutgers University, Piscataway, New Jersey, U.S.A.;3. School of Management, University of New South Wales, Kensington, New South Wales, Australia |
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| Abstract: | Integrating job embeddedness theory with the sponsored and contest mobility perspectives, we developed and tested a model linking organizational embeddedness with two indicators of career success within the organization (promotion and career satisfaction), via the mediating roles of employees' organizational sponsorship network and job-related human capital development. Data from 188 employees and their supervisors over a 1-year period showed that, after controlling for employees' initial levels of career satisfaction and job performance, only job-related human capital development transmitted the positive effects of organizational embeddedness on promotion and career satisfaction. Supplemental analyses revealed that organizational sponsorship network's positive effects on promotion and career satisfaction were transmitted indirectly, via job-related human capital development. Our findings illustrate the importance of integrating sponsored and contest mobility perspectives and contribute to research on organizational embeddedness by extending its outcomes to include career success within the organization and specifying the process through which organizational embeddedness is related to career success within the organization. |
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| Keywords: | career success human capital organizational embeddedness organizational sponsorship |
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