In collaboration with a group of international colleagues from the 5C collaborative (www.5c.careers), I studied employability, defined as an individual’s perception of being able to find alternative jobs on the external labor market. I studied this topic with a particular focus on older workers, as individuals are obliged to work longer in their lives; however, paradoxically, as they age, they face great discrimination when seeking employment or re-employment. We conducted a survey in 30 countries, collecting responses from over 9,000 people employed in managerial and professional jobs. By analyzing this data, we were able to show that older workers perceive a disadvantage in terms of external employability, but that having experienced development activities throughout their career mitigates this situation.
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When time is of the essence and teams face unexpected contextual changes, they must adapt quickly, sometimes even in real time, that is, they may have to improvise. This paper adopts an inductive approach to explore how teams decide to engage in improvised adaptation, and what happens during those processes for improvisation to be successful. The study analyzes improvisation from the perspective of paradox
theory and identifies six paradoxical tensions driven by these contexts: deployment, development, temporal, procedural, structural, and behavioral tensions. We propose a dynamic equilibrium model of team improvised adaptation that leads to team plasticity.
ABRANTES Antonio - TBS Education |
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- Management de l'Innovation