PurposeCareer theorists have been increasingly occupied with role transitions across organisations, neglecting role transitions undertaken within single organisations. By exploring in depth the aspects of career capital that role holders need to facilitate their own organisational role transition, this article builds upon career capital theory.Design/methodology/approachAdopting an interpretivist approach, this study explores the experiences of 36 business leaders who have undertaken a recent role transition within a UK construction business.FindingsThe article empirically characterises 24 career capital aspects, clustered into Knowing Self, Knowing How and Knowing Whom. It argues that these aspects are important to internal role transitions and compares them to mainstream career capital theory. In addition, the concepts of connecting, crossing and investing career capital are introduced to explain how career capital supports such transitions.Research limitations/implicationsThis study proposes a new career capital framework and refocuses debate on organisational careers. It is based on a single organisation, and it would be beneficial for future researchers to explore its applicability within other organisations.Practical implicationsThe article explores the implications of the new career capital framework for business leaders and organisational managers who wish to build individual and organisational career mobility.Originality/valueThis study proposes a new, empirically grounded, career capital theoretical framework particularly attending to organisational role transitions.

This article, based on data collected from a year-long study, investigates the evaluation of a UK local government policy implementation and the use of evaluation data as an evidence-base for public policy (Bovaird & Loeffler, 2007;McCoy & Hargie, 2001;Schofield, 2004;Stern, 2008). Our case study highlights a number of issues. First, uncertainty and ambiguity of policy direction inhibiting the establishment of clear evaluation goals, which, second, results in frustration among stakeholders at a perceived disparity between what we term problem-inspired policy and problem-solving policy. Finally, this perception can be compounded by a lack of consideration for local variations of, for example, specific cultures, geographies or historical contexts. In responding to these problems our article argues that regardless of where policy control and decision-making occurs, the importance of the experiences of policy-implementers at a local level (where subject/geographical/cultural specialism and familiarisation exists) is crucial.

This article draws upon autoethnographic data to explore distrust in an evaluation relationship, from the perspective of an external evaluator. The study is based within a local-level evaluation of an economic regeneration programme. The longitudinal nature of the study allowed for trust and the evaluation relationship to be examined with time and process present -a gap in previous evaluation studies.The exploration demonstrates various causes and symptoms of distrust within one evaluation. It also shows the manifestation of anxiety that stakeholders may have towards an evaluation, and how this may lead to an evaluator being perceived as a danger. The article also reflects on the autoethnographic research approach adopted.

This article explores the concept and measurement of placement value, underexplored in theory and practice to date. The article makes a theoretical contribution to the placement value discourse by examining and articulating the placement value concept. It also offers a practical contribution by exploring a piloted tool to evaluate employer placement value, developed as part of a project funded by the Higher Education Funding Council for England. It examines the immaturity of the placement value concept against contemporary value discourse, including service- and goods-dominant logic frameworks (exploring value-in-use and value-in-exchange) and calls for greater attention to be paid to placement value to support the sustainable provision of placements.

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