Career Management in the Knowledge-Based Organizations

Career Management in the Knowledge-Based Organizations

Kijpokin Kasemsap
Copyright: © 2017 |Pages: 14
DOI: 10.4018/IJKBO.2017040105
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This article analyzes the literature in the search for career management in the knowledge-based organizations (KBOs). The literature review covers the overview of career management strategy; organizational career management (OCM) and knowledge management (KM) in the KBOs; career management and career learning in the KBOs; career management innovation in the KBOs; and the significance of career management strategy in the interorganizational career transitions. Career management is the process that helps employees understand career opportunities and chart a career path within their organization. Encouraging career management in the KBOs has the potential to improve organizational performance and reach strategic goals in the modern workplace. The findings present valuable insights and further understanding of the way in which career management perspectives in the KBOs should be emphasized.
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Career management, one of the most important elements in human resource management, has a great impact on organization (Yahya, Othman, & Meruda, 2004). Organizational career management (OCM) can be recognized as a way of attracting and retaining high performers because they will believe that their employability is being maintained; and opportunities for high performers within the organization are likely to be good (Lewis & Arnold, 2012). More interorganizational mobility by white-collar individuals has been one result of the change in the psychological contract between white-collar employees and their employers (Kambourov & Manovskii, 2008). This change has been interpreted as having significant impact on both organization and individuals about careers (Cascio, 2000). Furthermore, this impact of interorganizational mobility has become even more important as transitions of all kinds have increased (Power, 2009).

The literature on career-related underemployment (Maynard, Joseph, & Maynard, 2006) described the major objective descriptors of underemployment as lower hierarchical level in the new job (Buss & Redburn, 1983), lower wages (Zvonkovic, 1988), and less use of knowledge and skills (Clogg, Sullivan, & Mutchler, 1986). Work knowledge and skills are evolving much more quickly than in the past. Garavan (1990) stated that the major elements of an effective career management are the involvement of line managers, the use of human resource specialists as consultants, skill assessment activities, support from top management, the creation of the learning organization, and the feedback of career progression. Knowledge bases are useful in enhancing decision-making process as expert knowledge can be effectively captured and utilized (Chan, Lam, & Wong, 2014). Mahdavi et al. (2014) indicated that new knowledge obtained from knowledge development program is the result of creative achievements in modern organizations.

This article aims to bridge the gap in the literature on the thorough literature consolidation of career management in the KBOs. The extensive literatures of career management provide a contribution to practitioners and researchers by describing the current issues and trends with career management in order to maximize the impact of career management in the KBOs.

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