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Understanding second careers: Lessons from a study of U.S. navy admirals
Author(s) -
Baruch Yehuda,
Quick James Campbell
Publication year - 2007
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.20178
Subject(s) - bureaucracy , navy , transition (genetics) , management , rank (graph theory) , public relations , sociology , political science , law , economics , politics , biochemistry , chemistry , mathematics , combinatorics , gene
We examined the career transition of senior executives from a strong bureaucratic organization into a dynamic business environment. In surveying retired, flag‐rank admirals characterized by the need to start a second career, we found significant support for a career transition model. The retired admirals in this study largely enjoyed a smooth transition into civilian careers. Their traditional career was associated primarily with external success, the contemporary protean career with internal success. The role of the organization proved instrumental for a successful transition. © 2007 Wiley Periodicals, Inc.