Prior research on career interdependence has focused on how colleague exits shape employees’ intra-organizational 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 in a single research organization, I show that collaborator exits increase the likelihood of employees’ competency-driven promotion in a way that non-collaborator 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 intra-organizational careers of knowledge workers.

Left behind? Understanding the career consequences of collaborator exits

Anderson, Tracy
2024

Abstract

Prior research on career interdependence has focused on how colleague exits shape employees’ intra-organizational 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 in a single research organization, I show that collaborator exits increase the likelihood of employees’ competency-driven promotion in a way that non-collaborator 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 intra-organizational careers of knowledge workers.
2024
2023
Anderson, Tracy
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11565/4057236
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