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

• Published in: Development and learning in organizations Vol. 23; no. 4
• Main Author: Lazarova, M.
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Group Publishing Limited 26.06.2009
• Subjects: Careers; Competitive advantage; Employee development; Knowledge management; Social capital; Careers; Career development; Knowledge management; Organizational performance
• ISSN: 1477-7282; 1758-6097
• DOI: 10.1108/dlo.2009.08123dad.008

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.