Employee Mobility Barriers: An Integrative Review Across Careers, Human Resources, and Strategic Management Research

The ability of employees to move between firms of their own volition is a defining characteristic that distinguishes human capital from other resources. This review bridges previously isolated research communities by synthesizing knowledge on “employee mobility barriers”—mechanisms that restrict employee movement and help firms maintain human capital-based competitive advantages. We introduce a typology of ten categories of employee mobility barriers, differentiated by level of analysis (individual, organizational, societal) and degree of firm control, to organize the disparate literature on this topic. Building on this foundation, we propose an architecture of strategic modes that characterizes firm responses to employee mobility barriers based on the level of firm control (high vs. low) and the level at which barriers operate (individual vs. organizational). This framework offers a theoretical lens for understanding how firms navigate these barriers through proactive and reactive strategies, highlighting implications for decision-making, centralization, and delegation. Our review examines the dual nature of employee mobility as both an opportunity and a challenge for firms and individuals, with implications across three primary domains: individual careers, human capital/human resource management (HC/HRM), and strategic management. We propose a portfolio perspective for future research to explore whether different mobility barriers act as complements or substitutes. Additionally, we consider the relational benefits of employee mobility and suggest directions for further inquiry. By integrating our typology and the architecture of strategic modes, this review advances theoretical and practical understanding of employee mobility barriers, reflecting recent developments and setting the stage for future research.