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In a modern era defined by technological advancements and rapidly changing markets, reforming traditional organizational structures is necessary to meet changing business and educational demands. One novel approach is to create a Boundaryless Institution of Higher Education. Jack Welch, CEO/Chairperson of General Electric and “management thinker,” pioneered the boundaryless organization in the 1990s. Being boundaryless means being flexible and dynamic with an emphasis on removing boundaries, both physical and conceptual. Educational leaders pursue boundaryless organizations in search of more inclusive, adaptable, and interconnected educational experiences for students. Successful boundaryless institutions of higher education shift from traditionally rigid educational structures to more fluid and adaptable models. Fluidity and adaptability ensure the institution can quickly respond to the economic development needs of its region, employers, community, and its students. This model will empower students, and ultimately graduates, with broader skills, global awareness, and the ability to maneuver rapidly changing personal, educational, and professional environments. Removing hierarchical organizational structures to create a boundaryless organization, stakeholders must create a work environment which promotes collaboration, innovation, and agility. Creating a boundaryless organization is a long-term process that requires commitment, patience, and flexibility and is best implemented as part of a servant leadership model. A boundaryless organization requires more than a change in organizational structure; it requires a cultural shift towards openness, transparency, and collaboration, including engagement with stakeholders. [ABSTRACT FROM AUTHOR]

In this paper, we use qualitative research data to explore the phenomenon of the boundaryless work-life interface during the COVID-19 pandemic as perceived by working parents. We define a boundaryless work-life interface as the weak or virtually absent boundary between work and life domains. We look closer at the relations between space, time, emotions, roles and the boundaryless work-life interface among working parents. The first two subsections introduce the linkages between the boundaryless work-life interface, focusing primarily on time and space in what we call 'collapsed role boundaries'. The second subsection examines the issues related to mental and emotional tensions the perceived boundarylesness has caused during the pandemic. The paper's final subsection provides a summary with interpretations and conclusions. [ABSTRACT FROM AUTHOR]

All companies strive for sustainable growth and performance, a complex task in a volatile, uncertain, complex, and ambiguous (VUCA) environment, with evolving legislation transforming the roles and responsibilities of leaders, while being closely watched by investors. Besides the ongoing effect of the Fourth Industrial Revolution, the 2020 multidimensional crisis challenged the worldwide status quo in many respects, accelerating the rhythm of change for business models and questioning the leadership competences, motivation, and practices, due to new ways of working, interaction, and collaboration, and different ways the teams are now led and are expecting to be led. The career success is a dynamic concept that evolved over the past decades, being studied through numerous lenses, such as its predictors and antecedents, personal anchors (values and beliefs) and personality traits, own preparation for the professional road (education and learning), drivers, demographics, life choices, and the career capital. This analysis follows the topic of career success over the last six decades, showing the citation evolution of papers on the subject, and identifying the most related articles, as well as the most related journals. The findings are based on a quantitative analysis of Scopus indexed documents, with a qualitative highlight on the most related articles and the most cited articles of the most influential authors. [ABSTRACT FROM AUTHOR]

The rethinking of leadership at all levels is required to reach the goals of learning and education in 2030 when learners will take the lead in orchestrating the process and manner of their own learning and in choosing their personal learning journeys. The style and focus of leadership must change in order to prepare learners for a dynamic world that is socially connected by digital technology. To prepare for this change, leaders at all levels can foster sustainable open education activities and initiatives through both top-down and bottom-up transparent approaches. They can pave the way for creating openness by inspiring and empowering people to be lifelong learners. Leaders and managers can enable the cultural change brought by digital transformation within their organizations. The cultivation of the culture of quality is critical, and it must be in everyone's interest; however, it must be empowered and encouraged by leaders. Hence, there is a need for people who have the knowledge, abilities, competences, and attitudes to lead this process and to analyze and evaluate digital work environments. [ABSTRACT FROM AUTHOR]

This article confirms the reliability of a protean and boundaryless career attitudes scale, tested in a pilot study. Additionally, it summarises the results of this study into the career attitudes of professional staff in Australian and UK universities. A mixed methods approach was taken using a survey consisting of both closed questions on a 5-point Likert type scale, and an open text question that asked for respondents' career stories. The convenience sample consisted of 19 staff from Australia and 12 from the UK. The findings suggest that professional staff create a hybrid approach to managing their career, showing aspects of protean, boundaryless and traditional career attitudes and that there are no significant differences between the career attitudes of these staff in Australia and the UK. There is a clear need for further research to test these results, which could be used to inform universities' human resource strategies. [ABSTRACT FROM AUTHOR]

Globalisation, organisational restructuring and new technology have been connected with a shift to ‘protean’ and ‘boundaryless’ career attitudes with workers, including new graduates, increasingly required to be self-reliant in successfully navigating their careers. This study explores protean and boundaryless career attitudes among Business undergraduates and the influence of demographic, background and employment characteristics on these attitudes. Data were collected for Business undergraduates at a UK (N = 88) and Australian university (N = 284). Results indicate the students score more highly, on average, in the self-direction and boundaryless mindset dimensions. Relatively lower mean scores for physical mobility and values-driven suggest a ‘one high, one low’ pattern among the two items that constitute protean and boundaryless career attitudes. Employment status and Business degree specialisation were found to significantly predict career attitudes. Findings develop our understanding of whether emerging professionals are equipped to effectively self-manage their careers and implications for educators and professional practitioners are discussed. [ABSTRACT FROM AUTHOR]

Copyright of Human Resource Management / Zarzadzanie Zasobami Ludzkimi is the property of Institute of Labour & Social / Instytut Pracy i Spraw Socjalnych and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The boundaryless beam propagation method has been reported to suffer from reflections due to frequency aliasing. We propose an alternate explanation of reflection in the method, based on eikonal analysis of the wave equation in the mapped space, and show that reflection starts much before aliasing happens. We theoretically predict the reflection coefficient profile in a simulation and introduce an internal absorbing boundary condition (ABC), where reflection becomes appreciable. The a priori knowledge of the window size of the ABC does away with the arbitrariness in the design of such boundaries. Finally, we use the boundaryless scheme with the ABC to successfully model a dielectric bend. [ABSTRACT FROM PUBLISHER]

We examined the role of entrepreneurialism in careers in the information society and global economy, bringing together key constructs in the fields of career studies and entrepreneurship. Specifically, our study involving a diverse group of 750 undergraduate students from Singapore showed that entrepreneurial alertness to opportunities partially mediates the relation of proactive personality to boundaryless career mindset and career adaptability, but not to self-directed or protean career attitudes. Findings are discussed in relation to the contribution of entrepreneurialism to careers research and the larger issues of workforce development. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper is to use boundaryless career theory as a perspective from which to explore understanding related to the interplay between life-stage and career transitions in women; and, specifically, the life-stage-related event of motherhood relative to the transition from corporate employment to self-employment. Design/methodology/approach -- A qualitative longitudinal research design was operationalized over a four-year period and data from both primary and secondary sources were collected in relation to four New Zealand case studies. Findings -- The findings highlight how life-stage events such as motherhood can have a profound influence on both the perception and enactment of careers and career transitions. In total, two primary micro-processes were identified in relation to the career transitions of the female participants into self-employment and were labeled "traditional employment" (relating to role change; integrating work and life domains; opportunity seeking; and support) and "creating boundaries" (relating to: compartmentalization of responsibility, life-stage events, work models, and business growth and success). Research limitations/implications -- Exploratory in nature; small in scale; limited to one geographic context. Originality/value -- The authors attempt to add a more nuanced understanding of the notion of boundaryless careers in relation to entrepreneurship generally and the transition of a group of women into self-employment specifically. Both the discourse and pragmatics of boundaries between work/life and past careers/new careers is more salient in terms of success than possibly historically understood in this domain, and the enactment of boundaries richer and more diverse than theory may currently account for. Paper type Research paper [ABSTRACT FROM AUTHOR]

Purpose – Although the sabbatical leave is an integral part of academic life, there has been relatively little empirical, theory-driven research of the process. The purpose of this paper is to integrate the limited research on faculty sabbaticals with the careers literature to offer a new approach for the study of this important tool for faculty development. Design/methodology/approach – A review of the empirical studies on faculty sabbaticals was performed and used in conjunction with the kaleidoscope career model (KCM) and the theory of planned behavior (TPB) to develop a model to guide future research. Findings – The decision to take a sabbatical is complex and may have long-lasting implications for an individual's career. It is important to examine how factors that impact the perceived feasibility of the sabbatical (e.g. organization, country social norms) and desirability (e.g. need for authenticity, balance and challenge) influence the decisions, goals and outcomes of the sabbatical. Research limitations/implications – The use of the KCM, the TPB and the careers literature provides a theoretical foundation to study faculty sabbaticals as a distinct event in an individual's career development. Practical implications – The proposed framework can be used by faculty members to determine the feasibility and desirability of taking a sabbatical as well as what factors which may encourage or limit sabbatical opportunities. Originality/value – This conceptual paper uses a careers lens to provide a theory-driven framework which can be used to conduct much needed research on faculty sabbaticals. [ABSTRACT FROM AUTHOR]

In this review the authors critically examine the nature of contemporary careers and the direction in which careers research has developed over the past decade. Specifically, career concepts that emerged in the 1990s, including the protean and boundaryless career frameworks, as well as the next generation of career concepts, including integrative frameworks, hybrid careers, and the kaleidoscope career model, are discussed. The authors examine conceptualizations and measures of these models as well as related research. This review aims to improve our understanding of careers in today's dynamic work environment, provide a comprehensive discussion of current discourse, and offer major directions for future research. [ABSTRACT FROM AUTHOR]

The 'boundaryless career' model has been dominant in the careers and management literatures for over a decade. It has provided valuable conceptual tools for researchers as well as a supportive ideology for those embarking on careers outside the limits of a single organization. It has stimulated a great deal of research in a variety of countries. But, along with a growing number of critics, we suggest that this model has an excessively individualistic bias which views career success as largely a function of individual proactive traits and the person-cantered social networks built by individual action. As a result it has neglected the institutional resources needed to support such careers. In this paper we outline seven different sets of needs for successful boundaryless careers: career counselling, socioemotional support, job performance and entrepreneurial skills, skill transferability and certification, labour market assistance, financial and material resources, and collective voice. We then describe institutions that currently provide at least some of the resources to meet these needs and have the potential to provide more: employers, occupational communities and associations, labour unions, employment and recruiting agencies, temporary worker agencies, community organizations, the Internet, and government at all levels. Employers can play a key role in supporting boundaryless careers by serving as points of reference for independent and contract workers, in particular those who have been their full-time employees. Rather than boundaryless, we suggest that more appropriate metaphors for the new career might be boundary crossing and boundary converging. We call for more research on the role of institutionally provided resources in supporting extra-organizational careers. [ABSTRACT FROM AUTHOR]

Abstract: This paper conceptually links hypothesized scales of the Motivation Questionnaire (SHL (1992). Motivation questionnaire: Manual and users’ guide. Thames Ditton: SHL) to the underlying dimensions of the protean (values-driven and self-directedness) and boundaryless career (physical and psychological mobility) attitudes. Results of regression-analyses (N =13,000) confirmed most of the hypotheses in terms of the influence of gender, age, education, and managerial experience on motivators linked to the underlying dimensions. A cluster analysis that was conducted to explore how many profiles can be observed when matching work motives to the protean and boundaryless careers, resulted in four motivational groups (Protean career architects, Trapped/lost, Hired/hired hand, and Curious/wanderer). The clusters are discussed in light of the current career literature and provide empirical support for the latest theorizing about the protean and boundaryless career models. Managerial implications and directions for future research are offered. [Copyright &y& Elsevier]

Abstract: Although there has been increased interest in the boundaryless career since the publication of , there is still some misunderstanding about what the concept means. This article examines the boundaryless career and presents a model that attempts to visually capture Arthur and Rousseau’s suggestion that the concept involves six underlying meanings. Rather than considering whether or not an individual has a boundaryless career, the model focuses on the degree of mobility reflected in a career along two continua: one psychological, one physical. Based on the model, we suggest five propositions and a series of directions for future research. [Copyright &y& Elsevier]

This article addresses a paradox in current boundaryless career theories. These theories span the boundaries of employment settings and occupations in response to changing social and economic conditions. In this climate, boundaryless career advocates claim that individuals need to be concerned with subjective career determinants, such as meaning and purpose, and objective career determinants, such as remaining employable. Such advocacy, however, does not adequately acknowledge that the very premise on which boundaryless career theory is built, namely that career choice is strongly driven by market forces, may counter one's very ability to find meaning and purpose. The authors reintroduce the notion of vocation and identify four aspects through which the concept of vocation may be expanded: animation, dedication, evaluation, and coherence. They suggest that the discourses of career and vocation can complement one another to enable the individual to discover or maintain a sense of purpose in a boundaryless career climate. [ABSTRACT FROM AUTHOR]

This paper examines the implications for academic careers of the apparent global trend towards marketisation and managerialism in higher education with reference to the UK and Germany. It discusses how university employers might exercise greater control over their employees, privileging research and international publication, and fragmenting the traditional unity of the academic role. The effect is to challenge the values of academic communities, subject individuals to greater uncertainty, competition and insecurity, and influence the shape and direction of academic careers. The paper notes how today’s academic careers could be understood in terms of Kanter’s three forms of career as well as the boundaryless and protean career. However, it argues that these approaches do not address the key issue in both the UK and German cases: the changed locus and exercise of power within the employment relationship. It concludes that, to understand how careers are changing, this power relationship and the context of career in general have to be taken into account. [Copyright &y& Elsevier]