From Adaptivity to Adaptation: Examining the Career Construction Model of Adaptation

The author examined a multiple mediation model and a moderation model for the relationships among adaptivity (in terms of future work self and proactivity), career adaptability, adapting responses (in terms of career decision self-efficacy [CDSE] and career engagement), and adaptation (in the form of academic satisfaction) among 282 university students. Results showed that career adaptability, CDSE, and career engagement fully mediated the relations of future work self and proactivity with academic satisfaction. Career adaptability also had a mediation role in the relationships of future work self and proactivity with CDSE and career engagement. The relationship between career adaptability and academic satisfaction was fully mediated by CDSE and career engagement. Career adaptability did not moderate the relationships between adaptivity indices and adapting indices. These results support the serial multiple mediation model, which is introduced in the adaptation model. Career education and career coaching could improve clients' agency through working on their self-regulation resources, self-efficacy beliefs, and overt career behaviors.     

Proactivity and work experience as predictors of career-enhancing strategies

The present study aims to enhance researchers' understanding of career self-management behaviour by introducing proactivity along with human capital variables into the analysis. By modelling employees' career strategies, this empirical investigation assesses the relative importance of human capital predictors as well as that of proactive personality. A survey was conducted using a structured questionnaire. There were 328 participants in the survey, consisting of individuals working for firms across all sectors of the Greek economy. Factor analysis was used to form implemented career strategies reported in the survey. Regression analysis was applied for assessing the impact of each predictor on career self-management behaviour. The main findings indicate that the primary sources behind shaping employees' career strategies are their own proactive personality and their work experience in full-time jobs. The importance of combining human capital variables with employees' proactivity in modelling career development is stressed by the present study.     

How do shareholders influence international firms’ environmental strategies? The differential impact of strategic and financial investors

Debates about the drivers of corporate environmental strategy as well as the influence of shareholders on environmental investments have grown exponentially in the last decade. This paper provides a novel perspective on the influence of investors on a firm's environmental strategy by theorizing how the shareholders' orientation may provide different resources for firms to outperform environmental institutional pressures, and further analyzing how foreign market exposure moderates this relationship. Our results, produced from a longitudinal sample of 2237 observations between 2007 and 2017 from 276 US firms in 11 industries, show that having a higher percentage of strategic shareholders positively drives firms' environmental proactivity. Meanwhile, having a higher percentage of financial shareholders is positively related to firms' environmental proactivity only at high levels of foreign market exposure, but is negatively related at low levels. Our results contribute to the ownership and environmental strategy literature by delimitating the different influences of strategic and financial investors on firms' environmental strategy and making a bridge between institutional and resource-based perspectives.