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Organisational careers versus boundaryless careers: Insights from the accounting profession

Published online by Cambridge University Press:  02 February 2015

Theresa Smith  and
Alison Sheridan
Theresa Smith
Affiliation:
New England Business School, University of New England, Armidale NSW, Australia
Alison Sheridan
Affiliation:
New England Business School, University of New England, Armidale NSW, Australia
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Abstract

Much of careers research in recent times has focused on the so called move away from traditional ‘organisational careers’ to what Arthur (1994) coined the ‘boundaryless career’. This paper discusses research that challenges the applicability of the boundaryless career and the claim that ‘organisational careers are dead’. Drawing on interviews with nearly 60 accountants in Australia, the research demonstrates that employees are pursuing an organisational career. For this occupational group, the lack of proactive HR involvement in career development and the emphasis on self-direction was not appreciated. Rather, the research highlighted that the lack of organisational career management had negative implications for employee attitudes and motivation. The issues raised by the participants suggest it is timely to consider whether the unique characteristics of the accounting profession represent an ideal environment for the maintenance of an ‘organisational career’.

Keywords

organisational careersboundaryless careersaccounting professioncareer management
Type
Research Article
Information
Journal of Management & Organization , Volume 12 , Issue 3 , November 2006 , pp. 223 - 234
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2006

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