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dc.contributor.authorBrown, Cathy
dc.contributor.authorWond, Tracey
dc.date.accessioned2019-01-10T15:14:22Z
dc.date.available2019-01-10T15:14:22Z
dc.date.issued2018-10
dc.identifier.citationBrown, C. and Wond, T., (2018). Building career mobility: A critical exploration of career capital. Journal of the National Institute for Career Education and Counselling, 41(1), pp.56-63.en
dc.identifier.issn2046-1348
dc.identifier.doi10.20856/jnicec.4109
dc.identifier.urihttp://hdl.handle.net/10545/623278
dc.description.abstractWork transitions can be stressful to those who experience them, and yet are happening more frequently, as the notion of a job for life fades. Ensuring smooth and successful work transitions is therefore in the direct interests of individuals and, indirectly, employers. Using the career capital construct, this article explores how work transitions can be better negotiated by individuals. After introducing career capital, the article progresses to critically review two theoretical frameworks of career capital. To illustrate the discussion, one individual, a business leader in a wider study we are undertaking, is introduced to exemplify and illuminate our discussion of career capital. The article concludes by offering strategies to support career capital development.
dc.description.sponsorshipN/Aen
dc.language.isoenen
dc.publisherNICECen
dc.relation.ispartofseries41en
dc.subjectcareer capitalen
dc.subjectleadersen
dc.subjectTransitionsen
dc.titleBuilding career mobility: A critical exploration of career capitalen
dc.typeArticleen
dc.identifier.eissn2059-4879
dc.contributor.departmentUniversity of Derbyen
dc.identifier.journalJournal of the National Institute for Career Education and Counsellingen
refterms.dateFOA2019-02-28T18:02:52Z
html.description.abstractWork transitions can be stressful to those who experience them, and yet are happening more frequently, as the notion of a job for life fades. Ensuring smooth and successful work transitions is therefore in the direct interests of individuals and, indirectly, employers. Using the career capital construct, this article explores how work transitions can be better negotiated by individuals. After introducing career capital, the article progresses to critically review two theoretical frameworks of career capital. To illustrate the discussion, one individual, a business leader in a wider study we are undertaking, is introduced to exemplify and illuminate our discussion of career capital. The article concludes by offering strategies to support career capital development.


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