Career Development International Journal Impact Factor & Information

Publisher: Emerald

Journal description

We live in an age in which there is a vast amount of confusion, uncertainty and ambiguity about the direction in which careers are moving. Flatter organizations often means less opportunity for progression onwards and upwards and yet companies still need motivated people who feel stretched and challenged in their roles.

Current impact factor: 1.29

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life 0.00
Immediacy index 0.00
Eigenfactor 0.00
Article influence 0.00
Website Career Development International website
Other titles Career development international (Online)
ISSN 1362-0436
OCLC 45221332
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Emerald

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Voluntary deposit by author of author's pre-print or author's post-print allowed on author's personal website or Institutional repository
    • If mandated by a funding agency, the author's post-print may be deposited in any open access repository after a 24 months embargo period
    • Author's pre-print and Author's post-print not allowed on subject-based repository
    • Must link to publisher version with DOI
    • Publisher's version/PDF cannot be used
    • Published source must be acknowledged with set statement
    • Non-commercial
    • Publisher last contacted on 02/04/2013
  • Classification
    ​ green

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose – Previous literature has recognized the variability of job performance, calling attention to the inter-individual differences in performance change. Building on Murphy’s (1989) theoretical model of performance, the purpose of this paper is to verify the existence of two distinct classes of performance, reflecting stable and increasing trends, and to investigate which personal conditions prompt the inclusion of individuals in one class rather than the other. Design/methodology/approach – Overall job performance was obtained from supervisory ratings for four consecutive years for 410 professionals of a large Italian company going through significant reorganization. Objective data were merged with employees’ organizational tenure and self-efficacy. Growth Mixture Modeling was used. Findings – Two main groups were identified: the first one started at higher levels of performance and showed a stable trajectory over time (stable class); the second group started at lower levels and reported an increasing trajectory (increasing class). Employees’ with stronger efficacy beliefs and lower tenure were more likely to belong to the stable class. Originality/value – Through a powerful longitudinal database, the nature, the structure and the inter-individual differences in job performance over time are clarified. The study extends Murphy’s (1989) model, showing how transition stages in job performance may occur also as a result of organizational transformation. Moreover, it demonstrates the essential role of self-efficacy in maintaining high performance levels over time.
    Career Development International 08/2015; 20(4). DOI:10.1108/CDI-03-2015-0032
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose – The purpose of this paper is to investigate the role of job search on perceived overqualification by applying the theory of planned behavior and including financial need and openness to experience as moderators. Design/methodology/approach – Three questionnaires were given at weeks 1, 8 and 12 to 436 practice firm participants. A total of 119 completed all three questionnaires. The authors used partial least squares to analyze the data. Findings – Job search self-efficacy was positively related to job search intentions and to outcome expectations. Job search intentions were positively related to job search intensity. Financial need acted as a moderator of the relationship between job search intensity and perceived overqualification such that for those with high-financial need higher levels of job search intensity resulted in higher perceived overqualification. Research limitations/implications – The authors found little support for the theory of planned behavior in the model. The authors found strong support for the role of job search self-efficacy and job search intentions. The use of a three-wave design resulted in a relatively low sample size and the use of the practice firm reduces the generalizability of the findings. Practical implications – The results suggest that increasing job search self-efficacy and job search intentions while managing the anticipations of job seekers is likely to yield better job search outcomes. Originality/value – This study investigates the role of job search on perceived overqualification. Findings suggest that malleable attitudes during job search such as job search self-efficacy, job search intentions, and anticipations are likely to impact perceived overqualification.
    Career Development International 08/2015; 20(4). DOI:10.1108/CDI-11-2014-0152
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    ABSTRACT: Purpose – The purpose of this paper is to investigate how job seekers’ digital profile influences employment-related outcomes, namely recommendations on hiring and salary. Design/methodology/approach – A sample of 118 job seekers sharing information online about job searching was identified using a social networking platform. Using an impression management (IM) framework, two research assistants coded for use of verbal IM (e.g. utterances) and the use of nonverbal IM (e.g. professional images). Three HR managers evaluated the profiles and provided hiring-related recommendations. Data were analyzed used OLS moderated regression and simple slope analysis. Findings – Consistent with IM theory, use of verbal and nonverbal IM were both positively related to employment-related recommendations. Gender was found to moderate the use of IM utterances and employment-related recommendations in an unexpected direction for women. Originality/value – Findings suggest that an IM framework can be applied to studying digital social spaces of job seekers. The study provides evidence in support of the notion that previously established effects of IM efforts extend from an interview setting to a digital context.
    Career Development International 08/2015; 20(4). DOI:10.1108/CDI-06-2014-0080
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    ABSTRACT: Purpose - Drawing on proactivity literature, this study investigates the relationship between employee’s proactive career planning (taking initiative to prepare for one’s career) and proactive career enacting (taking initiative to act on career plans). This study also looks into the influence of proactive personality and cognitive complexity in the relationship between proactive career planning and proactive career enacting. Design/methodology/approach - Survey data were collected in Australia (Study 1; N=271) and were tested using structural equation modelling. Another set of survey data was collected in a different cultural context in the Philippines (Study 2; N=215) for cross-cultural validation. Findings - Results show that proactive career planning and proactive career enacting are positively and significantly related in both cultural contexts. Results also show that proactive personality or the stable disposition of an individual to take initiative and be involved in future-oriented actions plays a significant role in moderating the relationship between proactive career planning and proactive career enacting. In addition, results show that cognitive complexity which pertains to an individual’s capacity to construe social behaviors in multidimensional ways moderates the relationship between proactive career planning and proactive career enacting. Practical implications - In today’s turbulent environment, employees need to be proactive when developing their careers. This study highlights the importance of being proactive when managing one’s career. Employees’ proactive personality and cognitive complexity also help in strengthening the link between proactive career planning and proactive career enacting, hence, these individual-level characteristics need to be developed and enhanced in organizations. Originality/value - This study is valuable as it extends and advances our understanding on how proactivity (proactive career planning, proactive career enacting, proactive personality) and cognitive complexity can contribute to career development of employees. Keywords Proactive career planning, Proactive career enacting, Proactive personality, Cognitive complexity Paper type Research paper
    Career Development International 07/2015; 20(5).
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose – The purpose of this paper is to extend the understanding of the added value of management studies, as the current state of research in the field has focused principally on studies undertaken at prestigious institutions. In addition, this study tests the extent to which career-related attitudes and chance events have influenced career success. Design/methodology/approach – The authors used data provided by 1,228 graduates from an average-ranked academic institution. Findings – The findings suggest that such management education can result in significant tangible and intangible outcomes for graduates’ careers and their employing organizations. Both intellectual ability and career attitudes influenced the career success outcomes to differing levels. The contribution to the literature is both to theory and to managerial practice, in response to the recent critique of management education as well as the growing need for new cadres of managers, which cannot be supplied by high-prestige, leading business schools alone. Originality/value – Testing career impact of MBA from an average-ranked university, and the impact of chance event – both understudied.
    Career Development International 06/2015; 20(3). DOI:10.1108/CDI-08-2014-0117
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    ABSTRACT: Purpose – The purpose of this paper is to, first, examine gender differences in response to the presence of diversity management and in the level of organizational commitment, second, to investigate the influence of diversity management practices on organizational commitment, and third, to examine the relationships among gender, diversity management, organizational commitment, and job performance in a more highly male-dominated culture. Design/methodology/approach – Based on a review of the literature, this empirical study uses a survey and statistical analysis, including t-tests and regressions, to test the hypotheses. Findings – The major findings are as follows: first, female workers reported a more favorable perception of diversity management practices than did male workers. However, there was no difference between female and male workers in organizational commitment. Second, diversity management was positively and significantly related to organizational commitment. Finally, the results show that gender was not related to in-role performance, while diversity management and organizational commitment were positively related to in-role performance. Originality/value – The significance of this study lies in its investigation of the effect of diversity management on employees’ attitude and behavior and the gender differences in the perception of diversity management and organizational commitment in a highly male-dominated society. In addition, since Korean companies have become more performance oriented (House et al., 2004), finding the positive relationship between diversity management practices and job performance can also suggest one way for all organizations to increase their employees’ task performance for their continuous development.
    Career Development International 06/2015; 20(3). DOI:10.1108/CDI-06-2014-0082
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    ABSTRACT: Purpose â–“ The purpose of this paper is to examine an initial set of characteristics and traits that may reduce officer recruitment turnover by increasing a cadetâ–™s decision to contract vs those that do not contract (contracting represents a written commitment to commission into an US Armed Services Organization after graduation). This paper is the first of a larger, long-term project. The factors of particular interest in this initial study are generalized self-efficacy, grit, and perceived organizational support (POS). Design/methodology/approach â–“ Computer-based surveys containing variables of interest were administered to a random sample of freshmen, sophomore, junior, and senior cadets over a period of three years. Data for 517 cadets responding to the survey were analyzed using logistical regression to test hypotheses examining whether or not self-efficacy, grit, and POS were positively related to cadetsâ–™ decisions to contract. Findings â–“ Logistical regression results indicated that self-efficacy and grit were not significantly related to contracting decisions. However, cadetsâ–™ decisions to contract were significantly related to POS. Research limitations/implications â–“ A significant limitation of this study is the fact that data were collected using a self-report, single survey methodology. However, there were no patterns of significant correlations between self-report variables that seemed to indicate that this was a major issue in the current study. The primary implication of this study is that cadetsâ–™ perceptions of support (i.e. POS) provided by the organization do seem to influence their decisions to contract, with this influence being particularly notable in their freshmen year. Originality/value â–“ The current study represents a unique context where individuals are making decisions to commit to an organization for a minimum of four years after graduation. Further, the commitment is being made to a military organization. The initial findings of this analysis provided the organization in this study with keen insight regarding possible factors to address or be aware of in relation to cadetsâ–™ decisions to contract. This approach and these findings can be extended to other organizations in understanding factors impacting decisions related to long-term commitments of individuals.
    Career Development International 05/2015; 20(2):163-178. DOI:10.1108/CDI-05-2013-0071
  • Career Development International 05/2015; 20(2):147-162. DOI:10.1108/CDI-12-2014-0162
  • Career Development International 05/2015; 20(2):133-146. DOI:10.1108/CDI-07-2014-0096
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    ABSTRACT: Purpose – The purpose of this paper is to develop and validate a measure of job insecurity climate by: first, testing whether job insecurity climate and individual job insecurity are two separate constructs; and second, investigating the relative importance of individual job insecurity and job insecurity climate in predicting work-related and health-related outcomes. Design/methodology/approach – Data were collected by questionnaires in a simple stratified random sample of 1,380 white-collar workers in Sweden. The response rate was 56 percent. Findings – Confirmatory factor analyses showed that job insecurity climate was distinct from individual job insecurity. Four separate ridge regression analyses showed that qualitative job insecurity climate was a significant predictor of demands, work-family conflict, psychological distress, and poor self-rated health and that quantitative job insecurity climate predicted demands and work-family conflict. Research limitations/implications – The study is based on self-reports, which may involve common method bias. The cross-sectional study design limits the possibility to make causal inferences regarding the relationship between job insecurity climate and outcomes. Practical implications – Future studies may consider measuring job insecurity climate in line with a referent-shift model. Work environment surveys in organizations that include measures of individual job insecurity and job insecurity climate can provide practitioners with a fuller picture of the psychosocial work environment. Originality/value – The present study adds to previous research by introducing a new approach to measuring and conceptualizing job insecurity climate.
    Career Development International 03/2015; 20(3):202-217. DOI:10.1108/CDI-03-2014-0047
  • [Show abstract] [Hide abstract]
    ABSTRACT: The purpose of this paper is to introduce further clarity to career scholarship and to support the development of career studies by complementing earlier theoretical literature reviews with an evidence-based historical analysis of career-related terms. Design/methodology/approach - Data from 12 career scholars were collected using the historical Delphi method to find consensus on the career terms that have shaped career studies between 1990 and 2012. The authors then explored the literature by collecting data on the occurrence of these terms, analyzing frequencies and trends via citations and indexes of citation using a mixed-method combination of historical literature review and performance analysis. Findings - Career scholarship is indeed a descriptive field, in which metaphors dominate the discipline. Career success and employability are basic terms within the field. The discipline tends to focus narrowly on career agents. There is a plethora of terminology, and, contrary to the expectations, concepts introduced tend not to fade away. Originality/value - The authors offer an overarching perspective of the field with a novel mixed-method analysis which is useful for theory development and will help unify career studies. Earlier comprehensive literature reviews were mostly based on theoretical reasoning or qualitative data. The authors complement them with results based on quantitative data. Lastly, the authors identify new research directions for the career scholarship community.
    Career Development International 02/2015; 20(1):3-20. DOI:10.1108/CDI-11-2013-0137