With or without you: Career capital development as experienced by MBA alumni

IF 2.8 3区管理学 Q2 MANAGEMENT

Management Learning Pub Date : 2024-03-19 DOI:10.1177/13505076241236337

Elizabeth Houldsworth, Andrea Tresidder, Tatiana Rowson

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引用次数: 0

Abstract

This article focuses on understanding the qualitatively different experiences of career development reported by the MBA alumni of a UK business school. Although the potential of the MBA to support career capital development has been previously identified, a thorough investigation into how this is experienced has been lacking. The study contributes to career capital theory in the context of post-experience management education in three ways. First, our findings report the development of career capitals, and we describe how these are manifested within the context of an MBA. Second, we identify five different experiences of career capital development, to which we ascribe the following labels: applying, achieving, collaborating, believing and transforming. These five different experiences contribute to theory by revealing the interrelationships and interdependencies between different forms of capital. Finally, we highlight that while it is possible to develop certain forms of career capital either with or without others, this is not the case for those involving personal transformation, which cannot be achieved alone. The article concludes with reflections on the implication of our findings for management educators, MBA teachers and researchers.

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有没有你MBA 校友的职业发展经历

本文着重了解英国一所商学院的 MBA 校友在职业发展方面的不同经历。虽然 MBA 在支持职业资本发展方面的潜力以前就已被发现，但一直缺乏对如何体验职业资本发展的深入研究。本研究从三个方面对经验后管理教育背景下的职业资本理论做出了贡献。首先，我们的研究结果报告了职业资本的发展，并描述了这些资本是如何在 MBA 的背景下体现出来的。其次，我们确定了职业资本发展的五种不同体验，并将其归纳为以下标签：应用、实现、合作、相信和转变。这五种不同的经历揭示了不同形式的资本之间的相互关系和相互依存性，从而为理论做出了贡献。最后，我们强调，虽然有可能发展某些形式的职业资本，也有可能不发展其他形式的职业资本，但涉及个人转变的职业资本则不然，因为个人转变不可能单独实现。文章最后对我们的研究结果对管理教育工作者、MBA 教师和研究人员的意义进行了思考。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Management Learning MANAGEMENT-

CiteScore

6.10

自引率

29.20%

发文量

期刊介绍： The nature of management learning - the nature of individual and organizational learning, and the relationships between them; "learning" organizations; learning from the past and for the future; the changing nature of management, of organizations, and of learning The process of learning - learning methods and techniques; processes of thinking; experience and learning; perception and reasoning; agendas of management learning Learning and outcomes - the nature of managerial knowledge, thinking, learning and action; ethics values and skills; expertise; competence; personal and organizational change