Understanding organizational embeddedness and career success: who and what you know

Kohyar Kiazad, Maria L. Kraimer, Scott E. Seibert, Leisa Sargent

Research output: Contribution to journalArticleResearchpeer-review

Abstract

Integrating job embeddedness theory withthe sponsored and contest mobility perspectives, we developed and tested a model linking organizational embeddedness with two indicators of career success within the organization (promotion and career satisfaction), via the mediating roles of employees' organizational sponsorship network and job-related human capital development. Data from 188 employees and their supervisors over a 1-year period showed that, after controlling for employees' initial levels of career satisfaction and job performance, only job-related human capital development transmitted the positive effects of organizational embeddedness on promotion and career satisfaction. Supplemental analyses revealed that organizational sponsorship network's positive effects on promotion and career satisfaction were transmitted indirectly, via job-related human capital development. Our findings illustrate the importance of integrating sponsored and contest mobility perspectives and contribute to research on organizational embeddedness by extending its outcomes to include career success within the organization and specifying the process through which organizational embeddedness is related to career success within the organization.

Original languageEnglish
Pages (from-to)678-693
Number of pages16
JournalJournal of Organizational Behavior
Volume41
Issue number7
DOIs
Publication statusPublished - Sep 2020

Keywords

  • career success
  • human capital
  • organizational embeddedness
  • organizational sponsorship

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