Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Yuan Li, Xiyuan Li, Qingmin Chen and Ying Xue
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Yuan Li: Economics and Management School, Wuhan University, Wuhan 430072, China
Xiyuan Li: Economics and Management School, Wuhan University, Wuhan 430072, China
Qingmin Chen: Shanghai Huayi Management Consulting Co., Ltd., Shanghai 201206, China
Ying Xue: Economics and Management School, Wuhan University, Wuhan 430072, China

Sustainability, 2020, vol. 12, issue 8, 1-18

Abstract: While prior literature indicated the positive outcomes of successful executive successions for both individuals and organizations, we still know little about the influencing factors and mechanisms of successful executive successions from the individual perspectives of newly hired executives. As prior research of executive succession suggested to consider the contextual change on the entire duration of executive employment, we adopted a qualitative research design to explore important experiences in the process of career development after an executive, who was newly hired from outside the company, joined a new organization with a dynamic perspective. Our goal was to help newly hired executives realize their career development process with key tasks and core competencies in distinct stages, in order to achieve sustainable career development in a new enterprise. There are also implications for enhancing process-oriented career development research and advancing career-development managerial practices.

Keywords: executive succession; sustainable career development; dynamic perspective; grounded theory (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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