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Jon P. Briscoe

Bio: Jon P. Briscoe is an academic researcher from Northern Illinois University. The author has contributed to research in topics: Career development & Human resource management. The author has an hindex of 19, co-authored 44 publications receiving 2984 citations.

Papers
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Journal ArticleDOI
TL;DR: This article constructed and developed four new scales to measure protean and boundaryless career attitudes, including self-directed career management, values-driven predispositions, boundaryless mindset and organizational mobility preference.

785 citations

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TL;DR: The boundaryless and protean career concepts are compared in this article, and the boundaryless career concept is profiled according to Sullivan and Arthur's (this issue) categories of psychological and physical boundarylessness.

737 citations

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TL;DR: In this article, the authors empirically test Fugate et al. employability in relation to three aspects of unemployment: self-esteem during unemployment, job search during unemployment and re-employment (at a 6-month follow-up).

514 citations

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TL;DR: In this article, the coping mechanisms associated with different career attitudes and their subsequent impact on important individual work outcomes were explored in the context of the recent economic recession, using a sample of working adults.

201 citations

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TL;DR: In this article, a learning-based approach for developing executive competencies is presented. But given future business needs, particularly in industries experiencing turbulent change, still another approach is needed, one that is learning based.

199 citations


Cited by
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01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

2,134 citations

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TL;DR: A review of the literature on identification in organizations can be found in this article, where the authors outline a continuum from narrow to broad formulations and differentiates situated identification from deep identification and organizational identification from organizational commitment.

2,130 citations

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TL;DR: In this article, a life-designing model for career intervention endorses five presuppositions about people and their work lives: contextual possibilities, dynamic processes, non-linear progression, multiple perspectives, and personal patterns.

1,428 citations

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TL;DR: A review of the development of the authors ideas on the protean career can be found in this article, where the authors trace the link between the concept and the context of growing organizational restructuring, decentralization, and globalization.

1,071 citations