Purpose – Organizations profoundly create development paths of individual’s careers. Therefore, the
purpose of this paper is to gain understanding about how organizational context (shaped by the complex
relationship between trade union strength and HRM strength) influences the application of organizational
career management (OCM) practices seen through the lens of the theory of cooperation and competition
(Deutsch, 1949; Tjosvold, 1984).
Design/methodology/approach – Inferential statistical analyses (Kruskal–Wallis and Mann–Whitney
tests) were applied to test the CRANET survey data collected from 92 large-sized private-sector organizations
within an EU country characterized by a medium to high-trade union density.
Findings – Results offered consistent empirical evidence that a comprehensive set of OCM practices
are applied differently across four distinctive modalities of the union-HRM relationship. Specifically, the
“union-HRM synergy” relationship (high-HRM/high-unionization) has been recognized as the most promising
for adopting such developmental practices, providing an evidence of complementarities between trade unions
and HRM professionalism.
Practical implications – The research suggests that synergistic collaboration between trade unions and
HRM might provide employees with even more career development opportunities than when organizations
pursue the asynchronous single-sided “Total HRM strategy.”
Originality/value – This study rejuvenate a traditional career management research agenda by introducing
a new theoretical lens for studying the interplay between trade unions and HRM and have put an emphasis on
how their strength is related to the incidence of OCM practices