This article reviews the literature on job embeddedness (i.e. organizational and community embeddedness), which has been extensively analyzed as a determinant of voluntary turnover, and proposes a dialogue between organization (HRM) studies and economic geography (urban studies). By clarifying how the focus moved from the issue of why people leave organizations to why people remain, it analyzes the overlaps and complementarity between the community embeddedness literature and the literature on workers’ locational choices in economic geography. Results point to the importance of investigating off-the-job factors in understanding why people are retained into organizations, and of taking into appropriate consideration the intermediating role that organizations could have for enhancing the retention capacities of territories. Research and managerial implications are discussed.
Keywords: Embeddedness, turnover, retention, Human Resource Management, economic geography.