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AbstractThe COVID‐19 pandemic, as a major crisis event, could have changed people's career goals. We examined change trajectories in self‐transcendent versus self‐enhancement career strivings during the COVID‐19 pandemic among 662 employees from Germany with eight measurement waves across 7 months. Building on event systems theory and the literature on prosocial motivation and altruism, we examined whether affective and cognitive self‐focused and other‐focused reactions to the pandemic (i.e., personal distress, empathic concern, and perceived responsibility) predicted differences in changes in career strivings. Analyses with growth curve mixture modelling suggest three distinct groups in terms of stable (N = 537), declining (N = 12), and increasing (N = 113) self‐transcendent versus self‐enhancement career strivings. Controlling various individual and contextual factors, membership in the increasing group was predicted by more empathic concern for people negatively affected by the COVID crisis. In addition, less dispositional self‐concern, more other‐concern, less job insecurity, experiencing job loss and less career impact of the pandemic predicted an increasing self‐transcendent versus self‐enhancement career strivings trajectory compared to other trajectories. The results imply that career strivings can change during major crisis events, predicted by empathic reactions to the effects of the crisis and personal dispositions and contextual factors.

Despite growing interest in the concept of team work engagement (TWE), relatively little is known about the conditions that allow it to emerge. Based on the literature on work engagement and team climate, this study introduces the concept of TWE climate and examines its conceptual attributes. Based on a one-and-a-half-year qualitative investigation of eight Dutch self-steering project teams, we discovered that TWE climate comprises eight attributes, both (a) personal and (b) shared. Personal attributes include team members' commitment and drive toward the team and a personal feeling of being respected within the team. Shared attributes include a shared ability to overcome challenges and a shared sense of accomplishment, community, drive, and focus. Our findings indicate that personal and shared attributes are both critical elements of a team climate conducive to team work engagement. We conclude this paper by discussing what these findings mean for the concept of TWE climate in light of future research and practice.

Abstract
A successful school-to-work transition is crucial to an individual's initial entry into the labor market and overall sustainable career development. Scholarly interest in how emerging adults (i.e., late teens to late 20s) can achieve a successful transition to work has grown considerably, stemming from various disciplines, such as educational sciences, psychology, sociology, and economics. These disciplines have all produced valuable knowledge, yet, they mostly exist as separate silos, without clear integration. To create an overview of the literature, we systematically reviewed school-to-work transition literature and used a sustainable career lens to organize it. Based on 365 articles from the past 28 years, our review findings show that there are different conceptual and theoretical approaches to studying school-to-work transitions. We subsequently organize these perspectives into antecedents categorized into the sustainable career perspective's person, context, and time dimensions. Moreover, we categorize school-to-work transition outcomes as proximal and more distal outcomes related to happiness, health, and productivity indicators. Finally, we reflect on the implications of our review article and suggest ways forward for conceptualizing and theorizing modern school-to-work transitions, along with an agenda for future research.