Managers after the era of organizational restructuring: towards a second managerial revolution?

Citation

Martin, B. (2006), "Managers after the era of organizational restructuring: towards a second managerial revolution?", Human Resource Management International Digest, Vol. 14 No. 4. https://doi.org/10.1108/hrmid.2006.04414dad.009

Managers after the era of organizational restructuring: towards a second managerial revolution?

Managers after the era of organizational restructuring: towards a second managerial revolution?

Martin B.Work Employment & Society (UK), December 2005 Vol. 19 No. 4, Start page: 747 (14 pages)

Purpose – Studies how managers build their careers now that organizational restructuring has made lifelong careers with a single company a thing of the past. Looks at the resources that managers use to maintain their careers and to safeguard their position within society. Design/methodology/approach – Based on a review of the literature and recent research, discusses how managers draw on their social capital to develop informal social networks which will help them in their careers, pointing to the key role played by a manager’s reputation in enabling him/her to take advantage of the networks to find new jobs. Acknowledges the instability that this approach to career management engenders and discusses how managers convert their social capital in to economic capital, gaining stability by accumulating wealth. Illustrates these theories by presenting the case studies of the careers of four Australian managers. Findings – Concludes that “reputational” capital is increasingly key to managers’ career success, defining “reputational” capital as being the image of a manager’s skills that is accepted within a manager’s work-related networks. Points out that “reputational” capital is unstable and can easily be damaged or lost, and that, therefore, managers will try to develop financial assets that they can fall back on if necessary. Originality/value – Identifies the role of networking in enabling managers to control and develop their careers.Style: Research paper35AC604

Keywords: Australia, Career development, Managers, Social networks