Naser Muja and Steven H. Appelbaum
Further investigation of the thoughts and attitudes contributing to the voluntary pursuit of an MBA degree and career change is necessary to better understand career motivations…
Abstract
Purpose
Further investigation of the thoughts and attitudes contributing to the voluntary pursuit of an MBA degree and career change is necessary to better understand career motivations and to satisfy career goals. This two-part article attempts to achieve this objective.
Design/methodology/approach
Factors contributing to the cognitive decision to enrol in an MBA program and the subsequent impact of self-discovery gained on program entry on career strategy were explored using a 32-question survey based on empirical research findings.
Findings
Part-time and full-time MBA students exhibited differences in decision criteria applied for MBA program entry. Following program enrolment, opportunities for career growth led to upward goal revision and increasingly focused goals.
Research limitations/implications
Participation was potentially limited by survey distribution during a demanding academic period where many project reports and group presentations were due. A single MBA program in the downtown Montreal area may not be representative of all programs in the population.
Practical implications
Anchoring individual career identity and social identity has become increasingly complex as employers in many industries undergo continuous transformational change.
Social implications
Integration within the work environment of identified career roles requires additional attention to validate an individual's strategic career efforts.
Originality/value
Surveying MBA candidates about career decisions and goal-revision allows for a valuable “snapshot” of career evolution over time. By promoting increased self-awareness, applied knowledge gained through MBA program activities acts as a catalyst for self-efficacy beliefs which results in upward distal goal-revision or increased goal focus.
Details
Keywords
Naser Muja and Steven H. Appelbaum
Further investigation of the thoughts and attitudes contributing to the voluntary pursuit of an MBA degree and career change is necessary to better understand career motivations…
Abstract
Purpose
Further investigation of the thoughts and attitudes contributing to the voluntary pursuit of an MBA degree and career change is necessary to better understand career motivations and to satisfy career goals. The purpose of this two-part paper is to achieve this objective.
Design/methodology/approach
Factors contributing to the cognitive decision to enroll in an MBA program and the subsequent impact of self-discovery gained upon program entry on career strategy were explored using a 32-question survey based on empirical research findings.
Findings
Part-time and full-time MBA students exhibited differences in decision criteria applied for MBA program entry. Following program enrollment, opportunities for career growth led to upward goal revision and increasingly focussed goals.
Research limitations/implications
Participation was potentially limited by survey distribution during a demanding academic period where many project reports and group presentations were due. A single MBA program in the downtown Montreal area may not be representative all programs in the population.
Practical implications
Anchoring individual career identity and social identity has become increasingly complex as employers in many industries undergo continuous transformational change.
Social implications
Integration within the work environment of identified career roles requires additional attention to validate an individual's strategic career efforts.
Originality/value
Surveying MBA candidates about career decisions and goal-revision allows for a valuable “snapshot” of career evolution over time. By promoting increased self-awareness, applied knowledge gained through MBA program activities acts as a catalyst for self-efficacy beliefs which results in upward distal goal-revision or increased goal focus.
Details
Keywords
Naser Muja, Steven H. Appelbaum, Tara Walker, Said Ramadan and Tolu Sodeyi
Global corporate strategies are revealing the boundaries of organizational capabilities and the limits of the natural resource capacity that is needed to sustain business…
Abstract
Purpose
Global corporate strategies are revealing the boundaries of organizational capabilities and the limits of the natural resource capacity that is needed to sustain business operations. Sustainability has emerged as a strategic response adopted by many corporations to reduce resource dependency and consumption costs. The purpose of this paper is to secure existence as a going concern while also demonstrating corporate citizenship.
Design/methodology/approach
This two-part paper will present a review of recent findings relevant to sustainability and change management was performed in order to develop a better understanding of factors that may hinder corporate adoption of sustainability, the role of sustainability in transformational change, and the change management challenges involved in integrating sustainability within corporate culture.
Findings
For a growing number of organizations, sustainability has recently been elevated from “doing” to the level of “being”, which involves integration into their mission, vision and shared values. Corporate leaders and governing bodies play a critical role as champions in the implementation of sustainability for organizational transformation.
Research limitations/implications
The limited number of examples of organizations fully embracing sustainability at a vision level stems from the fact that most executives do not fully understand the issues and do not know how to devise the governance or strategies needed to adopt a more sustainable path. However, the research points to the fact that there is a recognized shortage of empirical research work specifically focussed on sustainability change and effective business cases.
Practical implications
Organization development practitioners have a significant role in helping firms implement sustainability-focussed transformations.
Social implications
Given the economic, ecological and social imperatives, there is urgency for firms around the world, both big and small, to adopt effective sustainability strategies that add value for stakeholders while reducing resource demand.
Originality/value
The research points to the fact that there is a recognized shortage of empirical research work specifically focussed on sustainability change including limited examples of effective business cases.
Details
Keywords
Naser Muja, Steven H. Appelbaum, Tara Walker, Said Ramadan and Tolu Sodeyi
Global corporate strategies are revealing the boundaries of organizational capabilities and the limits of the natural resource capacity that is needed to sustain business…
Abstract
Purpose
Global corporate strategies are revealing the boundaries of organizational capabilities and the limits of the natural resource capacity that is needed to sustain business operations. Sustainability has emerged as a strategic response adopted by many corporations to reduce resource dependency and consumption costs in an effort to secure existence as a going concern while also demonstrating corporate citizenship. The paper aims to discuss these issues.
Design/methodology/approach
This two-part paper will present a review of recent findings relevant to sustainability and change management was performed in order to develop a better understanding of factors that may hinder corporate adoption of sustainability, the role of sustainability in transformational change, and the change management challenges involved in integrating sustainability within corporate culture.
Findings
For a growing number of organizations, sustainability has recently been elevated from “doing” to the level of “being”, which involves integration into their mission, vision and shared values. Corporate leaders and governing bodies play a critical role as champions in the implementation of sustainability for organizational transformation.
Research limitations/implications
The limited number of examples of organizations fully embracing sustainability at a vision level stems from the fact that most executives do not fully understand the issues and do not know how to devise the governance or strategies needed to adopt a more sustainable path. However, the research points to the fact that there is a recognized shortage of empirical research work specifically focused on sustainability change and effective business cases.
Practical implications
Organization development practitioners have a significant role in helping firms implement sustainability-focused transformations.
Social implications
Given the economic, ecological and social imperatives, there is urgency for firms around the world, both big and small, to adopt effective sustainability strategies that add value for stakeholders while reducing resource demand.
Originality/value
The research points to the fact that there is a recognized shortage of empirical research work specifically focused on sustainability change including limited examples of effective business cases.
Details
Keywords
Naser Muja and Steven H. Appelbaum
Aligning social identity and career identity has become increasingly complex due to growth in the pursuit of meaningful careers that offer very long‐term personal satisfaction and…
Abstract
Purpose
Aligning social identity and career identity has become increasingly complex due to growth in the pursuit of meaningful careers that offer very long‐term personal satisfaction and stability. This paper aims to explore the complex cognitive and affective thought process involved in the conscious planning of voluntary career change.
Design/methodology/approach
A review of recent findings relevant to voluntary career change decisions was performed in order to develop a better understanding of psychological and sociological processes contributing to the pursuit of an MBA degree and subsequent employee mobility.
Findings
Complex rational and emotional thoughts contribute to the definition and pursuit of proximal and distal career goals which stimulate self‐efficacy drives as they are achieved.
Practical implications
Because realistic forecasting of very long‐term distal goals is extremely challenging, career seekers must carefully consider how proximal and distal goal pursuit, such as an MBA degree, contribute to personal identity. Goal pursuit merely for the sake of advancing self‐efficacy will likely prove insufficient to anchor individuals within a career and cement their identity.
Social implications
As part of their career change strategy, individuals frequently chose to enrol in an MBA program to rapidly develop competencies and experiment with new career options. Consequently, there is a growing disconnection between the career options offered by employers and the choices that employees are seeking.
Originality/value
The paper explores the psychological processes that contribute to the pursuit of “boundaryless” careers. Boundaryless career growth is attainable through improvements in communication that aid the definition of “reality”.