Career Change and the Iron Cage: Organizations and the Early Labour Market Experience of Professional Managers

Abstract

abstract Although it is often acknowledged that organizational structure and career outcomes are related, developed theory on how formal features of the design affect inter‐firm job mobility is incomplete. I focus on organizational size and structural differentiation and relate them to ideas about internal labour markets, organizational senescence, bureaucratic complexity, and resource endowments. Analysing data on the early career histories of professional managers, I find that the negative effect of organizational size on quits weakens with organizational age while a firm's elaborate hierarchy monotonically increases quits in all but very large firms. I interpret these effects as potential mechanisms for linking demographic processes between and within organizations and as a basis for integrating research in corporate demography and career mobility.

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