Select SAGE journal articles are available to give you more insight into chapter topics. These are also an ideal resource to help support your literature reviews, dissertations and assignments.

• This article provides a comprehensive dissection of the boundaryless career concept, both conceptually and operationally, and suggests that it fails to provide a comprehensive account of the complexity of contemporary careers. The article also addresses the lack of empirical evidence in support of the boundaryless career in reality, suggesting that data on job stability do not support the assumption of the collapse of the traditional career.
  Rodrigues, R. A. and Guest, D. (2010) Have careers become boundaryless? Human Relations, 63 (8): 1157–75.

• This article takes as a starting point the assumption that notions of boundaryless careers now represent the ‘status quo’ in analysis of modern careers. The authors then evaluate the contribution of the concept to the study of careers and critique, including the lack of empirical support for the claimed dominance of boundaryless careers, and offer new directions for theory and research.
  Inkson, K., Gunz, H., Ganesh, S. and Roper, J. (2012) Boundaryless careers: Bringing back boundaries, Organization Studies, 33 (3): 323–40.

• This article outlines a number of strands in career research and in doing so highlights many of the changes and drivers of change associated with contemporary careers.
  Arthur, M. B. (2008) Examining contemporary careers: A call for interdisciplinary inquiry, Human Relations, 61 (2): 163–86.

• This article explores the differing interests in careers and career management held by workers and organisations and how the ‘new career studies’ provides a fresh perspective where both individual and organisational perspectives are valid. The authors propose that a model based on the psychological contract provides an opportunity to further bring together different perspectives on careers.
  Inkson, K. and King, Z. (2010) Contested terrain in careers: A psychological contract model, Human Relations, 64 (1): 37–57.

• This empirical paper explores how individuals strategise their careers overtime, by utilising aspects of organisational career management, including human resource development initiatives, and wider organisational support. It provides useful insights into how employees seek support from their employer at different stages in their career development and the impact of this support or its absence.
  Jung, Y. and Takeuchi, N. (2018) A lifespan perspective for understanding career self-management and satisfaction: The role of developmental human resource practices and organizational support, Human Relations, 71 (1): 73–102.

• This short article, written from a practical perspective, explores the imperatives for firms to actively develop systems of talent management and the contextual conditions that are driving this ‘new significance’. In doing so, it sets out some general principles and dimensions of talent management that firms must consider.
  Leisy, B. and Pyron, D. (2009) Talent management takes on new urgency, Compensation & Benefits Review, 41 (4): 58–63.

• Stressing the increasing importance of global talent management, this article outlines the challenges of managing talent in MNCs and presents a series of key roles for HRD to play in overcoming these challenges as well as a framework for global talent management, from an HRD perspective.
  Kim, S. and McLean, G. (2012) Global talent management: Necessity, challenges and the roles of HRD, Advances in Developing Human Resources, 14 (4): 566–85.