Boundaryless careers, social capital and knowledge management: implications for organizational performance

Citation

Lazarova, M. (2009), "Boundaryless careers, social capital and knowledge management: implications for organizational performance", Development and Learning in Organizations, Vol. 23 No. 4. https://doi.org/10.1108/dlo.2009.08123dad.008

Boundaryless careers, social capital and knowledge management: implications for organizational performance

Article Type: Abstracts From: Development and Learning in Organizations, Volume 23, Issue 4

Lazarova M., Taylor S. Journal of Organizational Behaviour, January 2009, Vol. 30 No. 1, Start page: 119, No. of pages: 21

Purpose – To critically assess the use of boundaryless careers in organizations. Design/methodology/approach – Examines how boundaryless careers can impact on organizational social capital; puts forward a model that proposes the conditions under which boundaryless careers enhance, or damage, social capital in organizations. Identifies four categories of boundaryless careers (internal psychological, internal enacted, external psychological and external enacted). Argues that a key moderating factor on the desirability of the different types of boundary-crossing is the type of knowledge that the firm develops for competitive advantage. Offers a number of propositions positing, among other things, that certain types of boundaryless careers may decrease the formation of structural, relational and cognitive organizational social capital resulting in poorer organizational performance. Research limitations/implications – Refine the definitional categories of boundaryless career; investigate the motivational aspect of mobility; examine external psychological boundaryless careers. Practical implications – Organizations should manage boundaryless careers strategically; match employees with internal opportunities. Originality/value – Explores the impact of boundryless careers on organizational performance. ISSN: 0894-3796 Reference: 38AF876

Keywords: Career development, Careers, Knowledge management, Organizational performance