Relevant bibliographies by topics / Managerial careers

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Managerial careers'

Author: Grafiati
Published: 18 February 2023

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Journal articles on the topic "Managerial careers"

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McKenna, Steve, and Amanda Peticca-Harris. "Globalization, academic knowledge interests and the global careers discourse." critical perspectives on international business 12, no. 4 (October 3, 2016): 331–47. http://dx.doi.org/10.1108/cpoib-02-2015-0007.

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Purpose This paper aims to present two objectives. The first objective is to identify the academic knowledge interests (managerial, agentic, curatorial and critical) prevalent in research on global careers. The second objective is to consider and critique the discourse constructed and perpetuated in academic texts on global careers concerning globalization, global careers and the global careerist. Design/methodology/approach Using a critical discourse analysis, the paper analyzes 66 articles and book chapters and one book on the subject of a global career. The authors positioned the texts into one of the four academic knowledge interests – managerial, agentic, curatorial and critical. The texts were also analyzed with respect to the discourse manifested in relation to globalization, global careers and the global careerist. Findings The authors found that the texts were driven by primarily managerial academic knowledge interests, followed by agentic and curatorial interests. Very few reflected critical knowledge interests. In addition, texts on global careers accept the globalization of business as natural and unproblematic and, consequently, construct a discourse about the global career and the global careerist which fits the idea that global business expansion in its current form is inevitable and inescapable. Originality/value This paper is the first to analyze the academic knowledge production and discourse on “global careers” and the “global careerist” as it is emerging among career scholars. It is also one of the very few articles offering a more critical perspective on global careers specifically and careers more generally.
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Veiga, John F. "Comparison of Managerial Career Orientations." Psychological Reports 62, no. 3 (June 1988): 913–14. http://dx.doi.org/10.2466/pr0.1988.62.3.913.

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This study compared the Career Orientations of male and female managers. The findings suggest that women differ from men in their career perspectives. Women managers were much more inclined to be ambivalent about their careers in all age groupings than men. On the other hand, male managers by midcareer showed an inclination toward a downward orientation, ie., less interested in career advancement.
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Gunz, Hugh. "Organizational Logics of Managerial Careers." Organization Studies 9, no. 4 (October 1988): 529–54. http://dx.doi.org/10.1177/017084068800900405.

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A theoretical model of managerial careers is presented which links two organizational characteristics (structure and growth) to the pattern of managerial careers within an organization. Different combinations of these characteristics give rise to different organizational career logics (OCLs), which are the rationalities an observer imputes to the pattern of work role transitions within a firm. Each OCL is associated with its own distinctive pattern of work role transition, and a framework for classifying these transitions is described which allows the differences to be made manifest. Three ideal-type OCLs are described, and the perspective is illustrated by reference to work role transition patterns in four large British manufacturing firms. Additional sources of variance are discussed: some are predicted by the OCL perspective and some arise as the result of choices made by individual managers within the overall framework of their firm's OCL. A simple two-dimensional model of individual choice is presented. Each OCL and its associated pattern of transitions is also likely to develop different skills and expertise in its managers; the paper concludes by discussing what these different forms of expertise might be.
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Untarini, Nindria, Sayyida Sayyida, and Dwiarko Nugroho Seno. "Women’s Transition to Entrepreneurs from Professional and Managerial Careers in Organizations." Binus Business Review 12, no. 1 (February 26, 2021): 63–73. http://dx.doi.org/10.21512/bbr.v12i1.6456.

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Careers have different dimensions, they can be developed in an organization and in individual way. Organizations no longer have a role in creating careers, but individuals develop careers using the organization as a tool or medium. Changes in the external and internal environment in the organization are the basic conditions why individual career dares to change. The research aimed to explore senior female managers' phenomenon that left professional and managerial careers in organizations to be entrepreneurs. Structured and in-depth interviews were conducted with 25 female entrepreneurs who had left senior manager positions at the companies. Qualitative research approaches were carried out to explore what motivated female entrepreneurs to make a career transition and how the career transition process was done. Then, the Critical Incident Technique was used to analyze the data to get responses regarding female entrepreneurs' perceptions of career transitions. From the results, there are four main categories: personal, organizational life, value and integrity, and capital. Then, there are also nine subcategories: independence and individualism, strong encouragement and family support, professional and personal life balance, organizational life, values, integrity, partner ties, mentor ties, and human capital. The personal category causes more women to make a career transition, followed by capital, value and integrity, and organizational life categories.
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Gunz, Hugh P., and R. Michael Jalland. "Managerial Careers and Business Strategies." Academy of Management Review 21, no. 3 (July 1996): 718. http://dx.doi.org/10.2307/259000.

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Gunz, Hugh P., and R. Michael Jalland. "Managerial Careers and Business Strategies." Academy of Management Review 21, no. 3 (July 1996): 718–56. http://dx.doi.org/10.5465/amr.1996.9702100313.

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Salama, Alzira, and Mark Easterby‐Smith. "Cultural Change and Managerial Careers." Personnel Review 23, no. 3 (May 1994): 21–33. http://dx.doi.org/10.1108/00483489410064540.

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Wolf, Carola. "Not lost in translation: Managerial career narratives and the construction of protean identities." Human Relations 72, no. 3 (July 19, 2018): 505–33. http://dx.doi.org/10.1177/0018726718778094.

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How can managers remain in charge of their own careers based on personal values and motivations, rather than surrendering to the vulnerabilities of modern day corporate bureaucracies? This question represents a core issue for managers whose careers have been significantly affected by changing business environments, new organizational forms and the related changes of work organization in modern day corporations. Managers can no longer rely on the traditional linear models of organizational careers. It is increasingly demanded that they be more flexible and direct their own careers, which is captured in new career concepts, such as the ‘protean career’. Drawing on narrative identity theory, this study sets out to investigate how managers construct a protean identity and how specific narrative practices support individuals in shaping, implementing and defending this identity. The life stories of 29 individuals, all of whom have experienced significant career changes, are analysed. Based on these stories, four core narrative building blocks at the heart of protean identity construction and related narrative practices are identified, including (i) the discovery of conflicting expectations, (ii) the exploration of one’s own values and capabilities, (iii) the commitment to one’s own path and (iv) defending that path.
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Burke, Ronald J., and Yuet Peng Kong. "Career-Priority Patterns among Managerial and Professional Women in Singapore." Psychological Reports 78, no. 3_suppl (June 1996): 1304–6. http://dx.doi.org/10.2466/pr0.1996.78.3c.1304.

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This study examined correlates of career-priority patterns, anchored at the extremes by career-primary and career-family orientations, among 104 managerial and professional women in Singapore. Data were collected using anonymously completed questionnaires. Career-family women were more likely to have worked part-time in their careers, were at lower organizational levels, and reported less job involvement than did career-primary women. There were no differences on a variety of individual demographic and work-situation characteristics in job and career satisfaction and measures of psychological well-being.
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Arar, Khalid. "Emotional expression at different managerial career stages." Educational Management Administration & Leadership 45, no. 6 (July 18, 2016): 929–43. http://dx.doi.org/10.1177/1741143216636114.

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This paper examines emotional expression experienced by female principals in the Arab school system in Israel over their managerial careers – role-related emotions that they choose to express or repress before others. I employed narrative methodology, interviewing nine female principals from the Arab school system to investigate expression of emotions in professional life stories that they narrated. Findings indicate that the principals’ emotional expressions differ according to career stage; on induction into principalship, they are stressed, feel threatened, distressed and challenged. As they establish themselves in their role they are calmer, use more humour and more ‘correct’ facial expressions. At a more advanced career stage, they express empathy and compassion, and concern for the maintenance of educational achievements. Understanding principals’ emotional expression at different career stages contributes to the quality of principal-teacher relations in the school.
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Dissertations / Theses on the topic "Managerial careers"

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Melero, Martín Eduardo. "Careers, human capital and managerial styles." Doctoral thesis, Universitat Pompeu Fabra, 2005. http://hdl.handle.net/10803/7422.

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The study of career paths within organizations is an issue that has received strong attention in the theoretical literature of organizational economics and management1. From the empirical point of view, however, research in this topic is scarcer and less comprehensive. The gap has been caused to a large extent by the unavailability of data tracking worker's career moves in employee-level surveys and by the lack of information about career management policies in firm-level data. This thesis contributes to fill such hole. It investigates how workers' careers and their behavior as managers depend on the characteristics of the firms where they work and their own personal characteristics, with a strong emphasis in the role of human capital. The research is carried out using micro data at both worker and firm level, available only in relatively recent data sets.



The interaction between accumulation of human capital and workers' employment horizons has been frequently recognized as a key issue in explaining why some firms maintain long-term relationships with their employees while others remain closer to what it could be considered spot-market labor contracting. There are nonetheless important factors that have been usually absent in the literature of organizations. This is the case of internal firm structures that may improve or discourage the interactions between different hierarchical levels, affecting eventually to the costs of job change involved in promotions. Both human capital and organization-relational aspects of career paths are objects of study of this thesis. First, it is analyzed how the characteristics of employers and the markets where they work affect the general or firm-specific nature of employees' human capital and, therefore, to the type of employment relationship held. Second, it is investigated how differences in employees' personal characteristics affect their career horizons, the management of their human capital and the type of career moves done. Finally, the effects of these factors on career path outcomes are examined, in terms of leadership behavioral differences among those arriving at managerial levels. A particular attention is paid the important differences between the careers of men and women that are also found in their managerial style.



Overall, the research presented here sheds light on what career management schemes adapt better to different product and labor market circumstances. It opens as well a number of challenges for the study of human resources management and shows that population-wide surveys can be very useful tools to carry out empirical investigations in this area, usually dominated by narrower and less representative surveys.
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Ravasi, Claudio. "Internationalization of managerial careers : three research articles." Thesis, Paris 10, 2015. http://www.theses.fr/2015PA100032.

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Cette thèse de doctorat examine la carrière des managers dans un contexteinternational. Plus précisément, elle s’intéresse aux parcours et modèles de carrièredans un contexte en évolution en prenant comme exemple le cas des managersinternationaux. Nous nous focalisons sur la nature évolutive des carrièresmanagériales, les environnements organisationnels et globaux dans lesquels lescarrières se développent, et la relation réciproque qui existe entre des carrières etdes environnements en évolution. Tous ces aspects sont explorés à travers troisarticles qui reposent sur trois terrains empiriques distincts.Le premier article analyse les profils de carrière des top managers européens dansun contexte d’internationalisation accrue. Des données sur le profil et la carrière deplus de 900 top managers dans quatre pays ont été collectées et analysées. Le butest de vérifier l’hypothèse d’une stabilité des modèles nationaux de carrière etd’identifier les éléments nouveaux liés à l’internationalisation.Le deuxième article se focalise sur les profils des dirigeants des plus grandesentreprises suisses. Nous nous sommes intéressés à l’évolution historique sur 30ans (1980–2010) des profils et des carrières d’environ 600 top managers. Cet articlemet en évidence le développement en Suisse d'une communauté internationale detop managers étrangers et analyse les changements dans leurs profils et dans leurscarrières.Le troisième article s’intéresse à l'adaptation interculturelle d'une population de 152employés étrangers (expatriés traditionnels, expatriés volontaires, migrants qualifiés)et 126 conjoints. Cet article étudie différents aspects de l'adaptation, en seconcentrant sur la maîtrise de la langue locale et les pratiques organisationnelles desoutien à l’expatriation
This doctoral dissertation examines the career of managers in an international context. Specifically, this research focuses on careers patterns in a changing environment using the case of international managers (i.e. managers with a career that develops globally). More broadly, the research looks at the evolving nature of managerial careers, the organizational and global environments in which careers develop, and the reciprocal relationship between changing careers and changing environments, specifically in the context of those with global careers. All these aspects are explored in this doctoral dissertation with three research articles that use three different sets of empirical data.The first article analyzes the career profiles of top European managers in the context of increased internationalization. Data on profiles and careers of more than 900 top managers in four countries has been collected and analyzed. The purpose is to verify the hypothesis of stability in national career models and identify new elements related to internationalization. The second article focuses on the profiles of top managers at the biggest Swisscompanies. We focused on the evolution of profiles and careers of about 600 topmanagers over a 30-years period (1980–2010). This article highlights the development of an international community of foreign top managers in Switzerland and analyzes the changes in their profiles and careers.The third article focuses on the cross-cultural adjustment of a population of 152foreign employees (traditionally-assigned expatriates, self-initiated expatriates, skilled migrants) and 126 spouses. This article studies different aspects of adjustment, focusing on local language proficiency and relocation support practices
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Clyde, Anne M. "Managerial careers and expertise in the retailing industry." Thesis, University of Manchester, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.632646.

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There is a common assumption in much management literature that a manager's past work experience influences the way in which he performs his current job. However there is not a great deal of empirical evidence to support this assumption. The objective of this thesis is to examine the relationship between the type of careers that managers experience and their perceptions of the skills needed to perform their jobs. Ninety-four managers were interviewed from five retailing organisations. The theory of organisational career logics developed by Gunz (1989) was used as a framework to examine the degree of novelty which each firm's modal career shape provides for its managers. In accordance with organisational career logic theory two organisational features, type of growth and structure, were found to influence the type of career that managers experience. It was found that firms in the same industry which vary in structure and growth patterns will offer their managers different degrees of novelty during, and at different stages throughout their careers. The managers were interviewed about their perceptions of what skills they needed to perform their current post. In three of the firms evidence was found to support the view that the amount of novelty a manager has experienced during his career influences the way in which he perceives his job. In addition, there was evidence from managers in two of the firms that the managers' future career expectations, the way in which their performance is measured and their observations of the career routes successful managers have followed in the past influences the skills they emphasise. In this way the dominant career culture within the firm reproduces itself, reinforcing the existing expertise in the organisation.
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Gunz, H. P. "The structure of managerial careers : Organisational and individual logics." Thesis, University of Manchester, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.371910.

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Ivanova, Olga. "Essays on the Role of Functional Diversity in Managerial Careers." Thesis, Jouy-en Josas, HEC, 2022. http://www.theses.fr/2022EHEC0005.

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La littérature classique en économie du travail et en sociologie économique a documenté la manière dont les carrières managériales sont façonnées par les marchés du travail internes et la division organisationnelle du travail. Pourtant, les trois dernières décennies ont été marquées par une augmentation spectaculaire de l'embauche externe, la prolifération de nouvelles formes d'emploi et l'émergence de parcours professionnels couvrant plusieurs employeurs, industries et professions. Cela signifie que notre compréhension de la mobilité intra- et inter- entreprises des cadres sur les marchés du travail modernes pourrait être incomplète. Dans ma thèse, j'explore comment les cadres changentd'emploi, comment les organisations font leurs choix pour pourvoir les postes vacants et comment les intermédiaires du marché façonnent les flux de talents et les carrières individuelles. Je me concentre sur la dimension fonctionnelle (professionnelle) de l'expérience managériale. Je vise à démontrer comment l'expérience dans de nombreuses fonctions par rapport à une (ou peu) influence les résultats de carrière des cadres sur les marchés du travail internes et externes. Je me concentre sur deux mécanismes par lesquels le dépassement des limites fonctionnelles pourrait façonner sa mobilité ultérieure: (1) l'acquisition et la transférabilité des compétences et (2) les parcours professionnels en tant que dispositif signalant. Mon travail s'adresse à la recherche interdisciplinaire sur les carrières et la mobilité de la main-d'œuvre. Il étend notre compréhension de la dynamique de carrière managériale sur les marchés du travail modernes et fournit de nouvelles perspectives pour les études de spécialisation de carrière
Classic literature in labor economics and economic sociology has documented how managerial careers are shaped by internal labor markets and organizational division of labor. Yet the last three decades have been marked by a dramatic increase in external hiring, proliferation of new forms of employment, and the emergence of career histories that span multiple employers, industries, and occupations. This means that our understanding of intra- and inter-firm mobility of managerial workers in modern labor markets might be incomplete. In my dissertation, I explore how managers move between jobs and assignments, how organizations make their choices in filling vacant positions, and how market intermediaries shape talent flows and individual careers. I focus on functional (occupational) dimension of managerial experience. I aim at demonstrating how experience in many vs. one (or few) functions influences career outcomes for middle managers in internal and external labor markets. I concentrate on two mechanisms by which spanning functional boundaries might shape one’s subsequent mobility: (1) skills acquisition and transferability and (2) career history as a signaling device. My work speaks to the interdisciplinary research on careers and labor mobility. It extends our understanding of managerial career dynamics in modern labor markets and provides new insights for the studies of career specialization
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Bartel, Jan-Niklas [Verfasser], Alwine [Akademischer Betreuer] Mohnen, Alwine [Gutachter] Mohnen, and Nicola [Gutachter] Breugst. "A New Perspective on Managerial Careers: Three Sequence Analyses of Executive Career Paths / Jan-Niklas Bartel ; Gutachter: Alwine Mohnen, Nicola Breugst ; Betreuer: Alwine Mohnen." München : Universitätsbibliothek der TU München, 2019. http://d-nb.info/1202922589/34.

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Bartel, Jan-Niklas Verfasser], Alwine [Akademischer Betreuer] [Mohnen, Alwine Gutachter] Mohnen, and Nicola [Gutachter] [Breugst. "A New Perspective on Managerial Careers: Three Sequence Analyses of Executive Career Paths / Jan-Niklas Bartel ; Gutachter: Alwine Mohnen, Nicola Breugst ; Betreuer: Alwine Mohnen." München : Universitätsbibliothek der TU München, 2019. http://nbn-resolving.de/urn:nbn:de:bvb:91-diss-20191210-1509857-1-6.

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Salama, Alzira. "The impact of cultural change on managerial careers : four case studies of British organisations undergoing the process of privatisation." Thesis, Lancaster University, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.315207.

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Shaikh, Sarah. "Managerial Career Concerns and Earnings Forecasts." Diss., The University of Arizona, 2015. http://hdl.handle.net/10150/556588.

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Using a novel setting, I examine the relation between a CEO's career concerns and the provision of an annual earnings forecast. Specifically, I exploit staggered changes in non-compete enforcement laws in three U.S. states as a source of exogenous variation in a CEO’s career concerns. Consistent with theory suggesting that career concerns increase a manager's aversion to risk, I find that a CEO is less likely to issue an earnings forecast in periods of stricter non-compete enforcement. Further, cross-sectional analyses indicate that the lower probability of forecast issuance is more pronounced for a CEO who has greater concern for his reputation, faces more risk in forecasting, and is more vulnerable to dismissal.
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Mallon, Mary. "From managerial career to portfolio career : making sense of the transition." Thesis, Sheffield Hallam University, 1988. http://shura.shu.ac.uk/3093/.

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This study is rooted in the question about the changing nature of career. The notion of career tends to be conflated with rising up through an organisational or occupational hierarchy. It is widely assumed that the traditional form cannot be sustained in today's downsized, delayered and flexible organisations and attention switches to alternative forms and ways of understanding career. One prediction is that more people will look to developing a mixed pattern of employment, self employment and other activities which do not depend on full time contractual employment with any one employer. This is the notion of the portfolio career popularised by Charles Handy (1989, 1994).Kanter(1989)suggests that such individual moves add up to a macro transition in career forms. However, while there is much debate about changing career, there is a dearth of qualitative studies which seek to explore the issue from the view-point of situated individuals. In particular, there is little empirical evidence available about individuals who make their career outside of exclusive organisational employment. Drawing inductively on in depth interviews with 25 ex-NHS managers now operating various portfolio arrangements, the study set out to explore how individuals are making sense of this transition. This research contributes a qualitative, interpretative study of individual transitions from a managerial position, which may well have embodied the principles of the traditional career, to portfolio work. While focusing on individual interpretation, the study recognises that career is about both its objective features and individual's subjective interpretation of them. Barley's (1989) model of the role of career in the structuring process which draws on Giddens' structuration theory is used as the theoretical base for the study. Hence the particular contribution of the study is in providing a contextualised account of sense making about a personal career transition thought to mirror wider change in career within an explicit recognition of the link between individual action and social structures. The study contributes empirical data about organisational exit which was prompted in this case by a dynamic interaction of push and pull factors. It explores understanding of the concept, parameters and experience of portfolio working focusing, in particular on issues of training and development, social networks and revised views of career outside of employment. The theoretical contribution primarily focuses around a model of the transition which places it within the structuring process. The transition is theorised as less of a disjunctive move than as a shading from one context to another, as individuals bring forward to portfolio work many of the material and discursive practices of their managerial carccr. Several interpretative schemes are identified as relevant to the sense making process, not least the notion that individuals can maintain more personal integrity outside organisational employment. There is less evidence of a desire for instrumental relationships with organisations than the career literature might suggest and more evidence of constraints on development and growth outside of employment. The effects of the actions and perceptions of other people in individual's interpretations of their new career is highlighted. A major theme of the study is continuity within the change as individuals seek to maintain a congruence between the objective features of their new career and how they make sense of the notion of career.
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Books on the topic "Managerial careers"

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Lovery, John. Unblocking managerial careers. Brighton: Institute of Manpower Studies, 1987.

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Gunz, Hugh. Organisational logics of managerial careers. Manchester: Manchester Business School, 1987.

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Carole, Pemberton, ed. New deals: The revolution in managerial careers. Chichester: J. Wiley, 1995.

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Clyde, Anne Maureen. Managerial careers and expertise in the retailing industry. Manchester: Universityof Manchester, 1993.

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Gunz, Hugh. Careers and corporate cultures: Managerial mobility in large corporations. Oxford, UK: B. Blackwell, 1989.

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Bishop-Firth, Rachel. The ultimate CV: Win senior managerial positions with an outstanding resumé. 3rd ed. Oxford, U.K: How To Books, 2007.

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Gunz, Hugh. Managerial careers: Organisational logics and patterns of work role transitions in four large British firms. Manchester: Manchester, 1987.

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Research, Institute for Career. Banking careers: Clerical, professional, managerial : from the neighborhood community branch to global finance to Internet banking-- growing employment opportunities. [Chicago, Ill.]: Institute for Career Research, 2001.

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E, Marx Nancy, ed. MBA jobs!: An insider's guide to the companies that hire MBA's. New York, NY: American Management Association, 1986.

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Gérard, Roland. Managerial career concerns, privatization and restructuring in transition economies. London: Centre for Economic Policy Research, 1996.

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Book chapters on the topic "Managerial careers"

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Finkelstein, Stan N., and Richard M. J. Bohmer. "Managerial Development." In Physicians’ Pathways to Non-Traditional Careers and Leadership Opportunities, 85–94. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-0551-1_8.

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Krau, Edgar. "Managerial Thinking Should Include Organizational Careers." In Social and Economic Management in the Competitive Society, 147–62. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-1-4615-5469-1_8.

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Gaertner, Karen N. "Managerial Careers and Organization-Wide Transformations." In Creating the Competitive Edge through Human Resource Applications, 85–95. Boston, MA: Springer US, 1988. http://dx.doi.org/10.1007/978-1-4613-0969-7_7.

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Lowman, Rodney L. "Managerial and leadership abilities." In Career assessment: Integrating interests, abilities, and personality., 207–22. Washington: American Psychological Association, 2022. http://dx.doi.org/10.1037/0000254-011.

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Burke, Ronald J., and Carol A. McKeen. "Work, career, and life experiences associated with different career patterns among managerial and professional women." In Job stress in a changing workforce: Investigating gender, diversity, and family issues., 301–10. Washington: American Psychological Association, 1994. http://dx.doi.org/10.1037/10165-019.

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Petersen, Eva Bendix. "The impact of managerial performance frameworks on research activities among Australian early career researchers 1." In Political Pressures on Educational and Social Research, 104–16. New York, NY : Routledge, 2016.: Routledge, 2016. http://dx.doi.org/10.4324/9781315670263-9.

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Haladay, Diana J., Rommel Pilapil Sergio, Ahmed M. Makki, Zainal Abu Zarim, and Mohd Nor Ismail. "Intercultural Competencies for Career Advancement: A Comparative Study of Managerial Competencies in United Arab Emirates and Malaysia." In Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy, 423–30. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-43434-6_36.

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Butler, Peter, David Collings, René Peters, and Javier Quintanilla. "The Management of Managerial Careers." In American Multinationals in Europe, 172–94. Oxford University Press, 2006. http://dx.doi.org/10.1093/acprof:oso/9780199274635.003.0009.

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Aaltio, Iiris. "Managerial Careers, Gender, and Information Technology Field." In Human Computer Interaction, 2030–36. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-87828-991-9.ch133.

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Careers are organizational and institutional, and they have know-how-based contexts. Managerial careers from a gender perspective, gendered “blind spots” in organizations and the invisibility of women in management have been an object of study since the 1970s. Gender is a part of socially constructed individual identity. Gendered identities in organizations are defined and redefined in relationships as people become socially constructed through work groups, teams and interactions. Because of this social construction, femininity and masculinity grow into human behavior and outlook. Understanding gender as an activity and a term in the making (Calás & Smircich, 1996), it is a constitution of an activity, even when institutions appear to see woman and man as a stable distinction (Korvajärvi, 1998). Beyond work-life and organizations, there are multiple institutional and gendered structures. The information technology (IT) industry and companies are also an institutional construction with gendered dimensions, and they also participate on the creation of femininity and masculinity. Career can be seen as a conceptual artefact that reflects a culture and rhetorical context in its use. It is a kind of window to a network of values, institutions and functions, where actual careers are made. Usually, the formal organization is based on neutrality and equality, but a closer look reveals the deeper social structures that make it different to women and men. There is a concept of an abstract and neutral worker, and this worker is supposed to be highly competent, work-oriented and available, committed to work-life without any knit to private life. These characteristics support a good career climb in an organizational hierarchy, and many of these characteristics better suit men than women (Metcalfe & Altman, 2001). For instance, home responsibilities make often working hours less flexible for women than men. The notion of an essential person with no gender characteristics does not recognize these issues, whereas taking gender as a research topic shows that work-life as a context differs between women and men.
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Fumasoli, Tatiana. "The irresistible rise of managerial control? The case of workload allocation models in British universities." In Research Handbook on Academic Careers and Managing Academics, 298–309. Edward Elgar Publishing, 2022. http://dx.doi.org/10.4337/9781839102639.00032.

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Conference papers on the topic "Managerial careers"

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Pinheiro, Margarida M., Dora Simões, Cláudia Amaral Santos, Sandra Filipe, Belem Barbosa, and Gonçalo Paiva Dias. "Insights into the expectations of mobility students: the impact of Erasmus in their future professional careers." In Third International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2017. http://dx.doi.org/10.4995/head17.2017.5360.

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At the celebration of its 30th anniversary, Erasmus is recognised as the most successful exchange program ever implemented. The prospects of attaining a common European consciousness challenged the program's ability to blend together knowledge, attitudes and skills in a winning combination. It is no longer sufficient to communicate and integrate: mobility should actively foster skills to support students's professional career at national and international levels. Although literature on mobility is vast and interesting, studies on the impact of the mobility experience in the students' future employability profile rarely provide first-hand data on their expectations in this regard. This exploratory research comprises a qualitative focus group approach with Erasmus students during their exchange period in a Portuguese university and collected some insightful data on how students consider their mobility in terms of new learning outcomes, the professional value of the experience and the development of new skills. Results indicate that students seem to be quite aware of the positive implications of mobility in their professional careers and of the set of skills developed during that period. Overall, this article contributes to demonstrating the importance of assessing skills development during Erasmus mobility experiences. Managerial implications and suggestions for future research are provided.
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Solinas, Roberto. "KNOWLEDGE AND SKILLS OF MIGRANT SPORTS PROFESSIONALS IN BULGARIA." In INTERNATIONAL SCIENTIFIC CONGRESS “APPLIED SPORTS SCIENCES”. Scientific Publishing House NSA Press, 2022. http://dx.doi.org/10.37393/icass2022/128.

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ABSTRACT Sports individuals encounter different problems when they migrate and have difficulty adjusting since they run into restrictive policies and rules that differ from their own country. Careers in sports and related fields, such as coaches and trainers, are also affected by the same concerns. These gaps can be addressed through the “Education through Sports” (ETS) methodology. This methodology can enhance the managerial skills of sports managers, coaches, and trainers. However, this methodology has not been tested among migrants in Bulgaria. This study was conducted to evaluate the knowledge and skills of migrant sports professionals in Bulgaria and determine the trainers’ expertise. It also assessed the effectiveness of “Education through Sport” as a new methodology. The quasi-experimental research design was utilized. Paired sample T-test was used to determine whether the ETS program enhanced the migrants’ level of knowledge and skills. ANOVA was utilized to determine the significant difference between the pre-test and post-test results. The Mean was used to determine the level of knowledge and skills using the 5-point Likert scale. Standard deviation was also used to determine the variations in the participants’ responses. After the intervention, a significant difference was computed between the respondents’ knowledge and skills, p = .000. This means that the ETS methodology was effective in developing the knowledge and skills of migrants, providing a solution to their under-representation in leadership roles. Trainers providing the ETS program also showed a high level of expertise resulting in the effective acquisition of knowledge and skills. This methodology should be continuously used as a strategy to advance sports management skills among migrants in Bulgaria and other parts of Europe.
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Yeh, Quey-Jen, and Tai-Ping Chang. "Managerial career learning in engineering: An integrated approach." In 2011 IEEE International Technology Management Conference (ITMC). IEEE, 2011. http://dx.doi.org/10.1109/itmc.2011.5995929.

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Retnanto, Albertus, Anto Mohsin, Afsha Shaikh, Insha Shaikh, and Darrell Pinontoan. "First-Hand Perspectives of the Pro-Female Notion in the Oil and Gas Industry in the Gulf." In SPE Annual Technical Conference and Exhibition. SPE, 2022. http://dx.doi.org/10.2118/210236-ms.

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Abstract The oil and gas industry in the Gulf has been vital in contributing to Qatar's economy. With the industry's rapid growth, there was a need for an exponentially larger workforce. Gender imbalance still remains one of the industry's challenges in a largely male-dominated field. However, the good news is that the female workforce has gradually increased. The rise in female engineers and scientists in the industry has resulted in, among other things, better opportunities to access higher education and training in the oil and gas field. However, there remain some obstacles that aspiring female engineers face. Based on interviews conducted with several engineers who work in multinational oil and gas companies in the Gulf states, we discuss existing challenges and issues many women engineers still encounter today. The interviewees also noted some improvements and provided helpful advice for the females aspiring to be engineers. We interviewed several female and male engineers, some of whom occupy managerial positions while others work in the fields. The interviews were conducted on Zoom over several weeks, and we then transcribed the interviews. We then analyzed the interview transcripts using a corpora analysis software, LancsBox, with each transcript separated as its own corpus. KWIC (keyword in context) tool was used to isolate a single keyword (for example, "female" or "girl") to find out how often those keywords were used and in what context in a sentence for each corpus, which helped identify the various themes that were discussed during the interview, such as gender and the workplace, challenges in the workplace, barriers to work and life balance, to list a few. The interviewees recounted their experiences, and from that data, we describe their challenges, successes, and recommendations to make the oil and gas industry in the Gulf accommodating for both genders. The challenges they describe include a lack of appropriate facilities for women on the field; sexist or difficult treatment from male counterparts, managers, and family members; a gender pay gap; and a lack of policies or incentives that support women to achieve executive positions in their companies. Some of the successes they shared include strides being made to encourage women to enter STEM programs in schools and STEM careers, a changing environment for the prevalence and inclusion of women in the oil and gas industry, and a change of culture in the world surrounding the image of women in the STEM industry. Several female interviewees mentioned familial support in their educational pursuit, suggested the creation of mentorship programs and recommended having more female role models in the industry.
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Johnstone, Bruce Alexander. "Developing career management skills within a flipped course in Managerial Communication." In Fourth International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2018. http://dx.doi.org/10.4995/head18.2018.8135.

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This paper reports on research in progress to evaluate the effectiveness of strategies for developing career management skills (the processes involved in obtaining and maintaining work) in undergraduate university business students in Melbourne, Australia. These strategies are incorporated into a course in Managerial Communication - taught using blended-learning and a flipped-classroom approach. The course’s active learning workshops provide opportunities to rehearse the process of undertaking a job search, creating application documents and being interviewed. Students are also prepared for modern recruiting processes by going through an online video interview simulation and preparing an online Linkedin profile. Finally, the design of the workshops and the terminology and approach to project-based learning prepares students for workplaces that employ Agile methodology.
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Razumova, Tatiana O., and Irina D. Burak. "Further professional education: challenges in an unstable environment." In Sustainable and Innovative Development in the Global Digital Age. Dela Press Publishing House, 2022. http://dx.doi.org/10.56199/dpcsebm.hkrc3496.

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One of the indicators of human capital development today is the degree of involvement of the country's adult population in lifelong learning. And it seems reasonable from the point of view of the Decent Work concept proposed by the International Labor Organization, thanks largely to which society has come to understand the importance of self-realization and personal development of workers. This article highlights the field of further professional education, demonstrating its opportunities, prospects, and impact on changes in an employee's work career, particularly in the transition from an executive to managerial position. The authors used the example of Master of Business Administration (MBA) programs to demonstrate the return on investment in this type of training, confirming the development of relevant managerial competencies in the majority of MBA graduates. Moreover, it is shown that further professional education can be an effective instrument for adapting to the labor market even in an unstable environment.
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Scheidegger, Nicoline. "Network Structure or Tie Content? The Impact of Managerial Networks on Career Outcomes and Influence." In 2012 45th Hawaii International Conference on System Sciences (HICSS). IEEE, 2012. http://dx.doi.org/10.1109/hicss.2012.445.

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Roberts, John W. "The International Nuclear Management Academy." In 2018 26th International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/icone26-81124.

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The International Nuclear Management Academy (INMA) is an International Atomic Energy Agency (IAEA) framework to support the establishment and sustainability of Master’s level Nuclear Technology Management educational programmes and the development of nuclear technology management professionals. The INMA framework describes a broad range of competencies across four Aspect Groups of External Environment, Technology, Management and Leadership, that have been identified as the basis for the successful management of nuclear projects. By following the INMA framework these competencies can be achieved by nuclear technology subject matter experts to support their career path into managerial roles or by experienced managers moving into the nuclear sector. The IAEA in conjunction with worldwide universities with nuclear education programmes have developed an endorsement process to recognise which university Master’s programmes adhere to the INMA framework and can therefore produce graduates with the required competencies. It is also recognised though that the implementation of these competencies can only be fully achieved through on-the-job training or experiential learning. A combination of education and experience is therefore required to be recognised as a nuclear technology management professional. To date two universities, The University of Manchester and the Moscow Engineering Physics Institute, have received INMA endorsement for their Master’s programmes in Nuclear Technology Management. The University of Manchester programme is part-time while the MEPhI programme is a two-year full-time programme. Several other universities — North West University and University of the Witwatersrand (both South Africa), Texas A&M University and the University of Tokyo having been assessed for endorsement, and many others developing nuclear technology management programmes are entering the process. The IAEA organise an INMA Annual Meeting where universities can meet to express interest in the programme, learn more about what is required for the programme and endorsement, and exchange best practices. The International Nuclear Management Academy is therefore making significant contributions to improving nuclear technology management competencies leading to improved managerial decision making with the associated benefits to the global nuclear industry.
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Bîtca, Lucia. "Design of Experimental Research on the Formation of Nonverbal Communication Skills and Impression Management of Police Officers." In World Lumen Congress 2021, May 26-30, 2021, Iasi, Romania. LUMEN Publishing House, 2022. http://dx.doi.org/10.18662/wlc2021/06.

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Increasing competition in the organizational environment and strengthening human capital can greatly contribute to the ability to close existing gaps in the development process and ensure a more competitive level, and the professional development process includes not only setting career goals and training agreements, but also evaluations and the feedback needed to assess progress. By optimizing nonverbal skills and forming impression management strategies promoted by psychological training in enhancing the knowledge and skills of police employees, they serve as a basis for organizational projects designed to facilitate self-realization of internal potential and stimulate their involvement in the organization. Organizational behavior is the study of the behaviors of individuals, which involves understanding, predicting and controlling human behavior, models and structures, in order to improve the environment, performance and efficiency of the organization. The original of this paper is that the research results led to the identification of components and mechanisms for producing change at the macro-, meso- and microsocial level, which uses a perpetual mobilization of social actors in organizations. Another novelty, for a wider geographical area of ​​scientific research, is the application of an intervention methodology in the training impression management strategies through nonverbal communication, with the purpose and purpose in developing relational skills and optimizing professional activity. The information obtained in research on nonverbal communication and impression management tactics on the organizational environment, can be applied for the development of programs for organizational counseling activities, business coaching and large-scale developmental training, promoted through managerial and corporate profile.
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Reports on the topic "Managerial careers"

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Eckert, Regina, Marian Ruderman, Bill Gentry, and Sarah Stawiski. Through the looking glass: How relationships shape managerial careers. Center for Creative Leadership, June 2014. http://dx.doi.org/10.35613/ccl.2013.1022.

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