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Investment in Boundaried Careers: A Combined Employee and Organizational Perspective

The continuing interest in globally mobile talent and how such careers can be facilitated provides the context for this paper. We argue that, even for senior talent, careers are constrained by different levels of individual agency and structural constraints. The findings from this qualitative study show that employers also face boundaries in managing global operations as organizational mobility needs, we assert, come in waves related to internal and external forces. Drawing on boundary theory and the employee organization relationship framework of Tsui et al. (1997), we propose a modified model of four possible different individual and organizational investment relationships. In doing so, we cast light on how HR professionals and line managers might successfully balance these competing demands and thus retain scarce talent. Our contribution is therefore threefold. Firstly, we offer a more nuanced understanding of globally mobile careers against the back drop of the continuing war for scarce talent. Second...