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dc.contributor.authorRogiers, Philip
dc.date.accessioned2020-09-24T09:43:45Z
dc.date.available2020-09-24T09:43:45Z
dc.date.issued2020en_US
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6549
dc.description.abstractIn this dissertation, we empirically examine a new model of employee mobility in large, hierarchical organizations. Our focus is on three guiding questions: (1) What processes are replacing conventional mobilization and development approaches? And what technologies are expected to play a key role therein?; (2) What technology design are organizations applying to revise their approaches to employee mobility and development?; (3) How do employees experience individual work and development in these new marketplaces of work? We find that traditional mobility models are being replaced by more nimble and market-like forms of mobility that provide employees unprecedented opportunities to self-direct their careers within their broader organization. We emphasize both the theoretical and practical implications of our findings and identify several areas of future inquiry.en_US
dc.language.isoenen_US
dc.publisherKU Leuvenen_US
dc.subjectEmployee Mobilityen_US
dc.titleEssays on the future of employee mobilityen_US
dc.source.numberofpages126en_US
vlerick.knowledgedomainOperations & Supply Chain Managementen_US
vlerick.supervisorViaene, Stijn
vlerick.typedissertationDissertation - Collection of articlesen_US
vlerick.vlerickdepartmentTOMen_US
dc.identifier.vperid190478en_US


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