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Internal Marketability, External Marketability, and Career Resilience: The Mediating Role of Learning Agility

Author

Listed:
  • Yoonhee Park

    (Department of International Office Administration, Ewha Womans University, Seoul 03760, Republic of Korea)

  • Doo Hun Lim

    (Department of Educational Leadership & Policy Studies, University of Oklahoma, Norman, OK 73019, USA)

  • Jae Young Lee

    (College of General Education, Kookmin University, Seoul 02707, Republic of Korea)

Abstract

This study investigated the relationships between perceived internal and external marketability, learning agility, and career resilience. We constructed a model proposing that learning agility mediates the perceived marketability and career resilience relationship. Structural equation modeling was conducted on survey data from 259 Korean employees from three organizations. The results indicated that perceived internal marketability was positively related to career resilience. Conversely, perceived external marketability was negatively and not significantly associated with career resilience. Also confirmed by our results was that learning agility was mediating between perceived internal marketability and career resilience but not between perceived external marketability and career resilience.

Suggested Citation

  • Yoonhee Park & Doo Hun Lim & Jae Young Lee, 2022. "Internal Marketability, External Marketability, and Career Resilience: The Mediating Role of Learning Agility," Sustainability, MDPI, vol. 14(24), pages 1-14, December.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:24:p:16447-:d:997661
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    References listed on IDEAS

    as
    1. Soares, Maria Eduarda & Mosquera, Pilar, 2021. "Linking career management practices with individual outcomes: The mediating role of perceived employability," Journal of Business Research, Elsevier, vol. 124(C), pages 547-559.
    2. DeRue, D. Scott & Ashford, Susan J. & Myers, Christopher G., 2012. "Learning Agility: In Search of Conceptual Clarity and Theoretical Grounding," Industrial and Organizational Psychology, Cambridge University Press, vol. 5(3), pages 258-279, September.
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