LEFT BEHIND? UNDERSTANDING THE CAREER CONSEQUENCES OF COLLABORATOR EXITS

• 成果类型: Article
• 署名作者: Anderson, Tracy
• 署名单位: Bocconi University
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2022.0623
• 发表日期: 2024
• 页码: 526-553
• 关键词: DEMOGRAPHIC-MODELS; VOLUNTARY TURNOVER; social networks; KNOWLEDGE; performance; work; PERSPECTIVE; DYNAMICS; mobility; IMPACT

摘要

Prior research on career interdependence has focused on how colleague exits shape employees ' intraorganizational careers through the creation of job vacancies and vacancy-driven promotion. In this paper, I propose that colleague exits can shape employees ' careers through the creation of valuable relational vacancies. Focusing on employees engaged in collaborative research, and drawing on the vacancy chains literature, I argue that colleague exits create new collaboration opportunities for remaining employees that can enhance learning and facilitate competency-driven promotion. Yet, employees will benefit only when these opportunities arise as a result of their own collaborators leaving - that is, employees must lose to gain. Using longitudinal data on employees within a single research organization, I show that collaborator exits increase the likelihood of employees ' competency-driven promotion in a way that noncollaborator exits do not. Furthermore, it is the exit of higher-level collaborators that is most beneficial. These findings highlight a different type of career interdependence and the role of collaborator mobility in shaping the intraorganizational careers of knowledge workers.