Boundaryless careers, social capital, and knowledge management: Implications for organizational performance

The purpose of this paper is to critically assess the utilization of boundaryless careers in organizations through the lens of how they impact the formation and deployment of organizational social capital. We build a model of the positive and negative effects of boundaryless careers on social capital formation by proposing a more nuanced picture of boundaryless careers. We divide boundaryless careers into four types: internal psychological, internal enacted, external psychological and external enacted. Our model delineates the conditions under which different types of boundaryless careers affect the formation and deployment of organizational structural, relational and cognitive social capital and offer propositions based on our analysis. In addition we examine type of knowledge (exploratory or exploitative) pursued by the firm as a key moderator for the relationships we propose. Copyright © 2008 John Wiley & Sons, Ltd.

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