Internal and External Job Change Intention: Antecedents, Consequences, and Boundary Conditions

• Lee, Byron 
• Kim, Tae Yeol 
• Jiang, Yuan 
• Tang, Guiyao 

Abstract

With　the　aim　of　contributing　to　careers　research,　we　delineate　the　differences　between　external　and　internal　job　change　intention.　We　develop　and　test　a　model　that　delineates　the　antecedents,　consequences　and　boundary　conditions　for　external　and　internal　job　change　intention.　Specifically,　by　using　multi-source　and　multi-wave　data,　we　find　that　employee　well-　being　human　resource　(HR)　attribution　is　positively　related　to　internal　job　change　intention,　but　is　negatively　related　to　external　job　change　intention.　We　find　further　differences　between　external　and　internal　job　change　intention　in　examining　boundary　conditions.　The　negative　relationship　between　employee　well-being　HR　attribution　and　external　job　change　intention　decreases　as　task　idiosyncratic　(task　I-deals)　increase,　whereas,　the　positive　relationship　between　employee　well-being　HR　attribution　and　internal　job　change　intention　is　strengthened　with　higher　task　I-deals.　Finally,　the　social　dimension　of　job　resource　crafting　buffers　the　negative　effects　of　external　job　change　intention　on　job　performance,　whereas　the　structural　dimension　of　job　resource　crafting　strengthens　the　relationship　between　internal　job　change　intention　and　job　performance.　Our　findings　provide　novel　insights　in　differentiating　between　external　and　internal　job　change　intention.

Keyword

Author Community

[Lee, Byron; Kim, Tae Yeol] China Europe International Business School

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