In this article, the authors focus on members of the U.S. Senior Executive Service who choose collaboration as a management strategy to increase performance and, in particular, their views of the skill set of a successful collaborator. Based on the current literature on collaboration and networks, these executives might be expected to identify strategic thinking and strategic management as the most important skills. Contrary to expectations, the federal executives most frequently mentioned individual attributes and interpersonal skills as essential for successful collaboration, followed by group process skills, strategic leadership skills, and substantive/technical expertise. The article provides empirical substantiation of the previous literature, with one major difference: the strong reporting of the importance of individual attributes by federal executives (much more than previously reported by other scholars in the field). Strategic leadership skills, strategic management skills, and technical skills matter, but they are not the most important factors behind successful collaborations, according to federal executives.

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The present study examines why some women are more successful in their careers than others. Although considerable research has been conducted on determining factors in women's career success in the private sector, those factors in the public sector remain under-researched. Two main goals of this study are (1) to investigate the factors affecting the career success of women in the public sector and (2) to assess the relative importance of personal factors and situational factors for women's career success. This study empirically tests a comprehensive model of career success that includes both objective and subjective elements using a survey of female public officials in the Korean central government. The results reveal that personal factors are associated more with women's objective career success than situational factors, and situational factors are related more to the subjective career success than personal factors.

Although a large volume of literature has documented the role of public service motivation (PSM) as altruistic work values, few studies directly examine PSM's impact on job choice. Using longitudinal data, this article examines the factors that affect people's career choices, specifically the extent to which individuals with different work values choose different sectors when considering job characteristics and person-job (P-J) fit. The analysis reveals that people are more likely to choose jobs in the private sector than jobs in the public or non-profit sector when they have opportunities to satisfy their altruistic work values through relational jobs. The findings speak to the importance of P-J fit when people choose their initial jobs. Contributions to existing literature and implications are discussed.