Organizational embeddedness and occupational embeddedness across career stages

Abstract

This article proposes a theoretical framework to study organizational embeddedness and occupational embeddedness. Organizational embeddedness is the totality of forces (fit, links, and sacrifices) that keep people in their current organizations, while occupational embeddedness is the totality of forces (fit, links, and sacrifices) that keep people in their current occupations. The proposed framework identifies the antecedents of these parallel processes and when and why they can diverge. It also highlights the role that individuals' career stages play in the embedding process. The article concludes with a discussion of avenues for future research on job turnover and occupation change and implications for management practice. © 2006 Elsevier Inc. All rights reserved.