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Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

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  • Yuan Li

    (Economics and Management School, Wuhan University, Wuhan 430072, China)

  • Xiyuan Li

    (Economics and Management School, Wuhan University, Wuhan 430072, China)

  • Qingmin Chen

    (Shanghai Huayi Management Consulting Co., Ltd., Shanghai 201206, China)

  • Ying Xue

    (Economics and Management School, Wuhan University, Wuhan 430072, China)

Abstract

While prior literature indicated the positive outcomes of successful executive successions for both individuals and organizations, we still know little about the influencing factors and mechanisms of successful executive successions from the individual perspectives of newly hired executives. As prior research of executive succession suggested to consider the contextual change on the entire duration of executive employment, we adopted a qualitative research design to explore important experiences in the process of career development after an executive, who was newly hired from outside the company, joined a new organization with a dynamic perspective. Our goal was to help newly hired executives realize their career development process with key tasks and core competencies in distinct stages, in order to achieve sustainable career development in a new enterprise. There are also implications for enhancing process-oriented career development research and advancing career-development managerial practices.

Suggested Citation

  • Yuan Li & Xiyuan Li & Qingmin Chen & Ying Xue, 2020. "Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective," Sustainability, MDPI, vol. 12(8), pages 1-18, April.
    • Handle: RePEc:gam:jsusta:v:12:y:2020:i:8:p:3175-:d:345588
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