Although job promotions are generally regarded positively, recent findings from both research and popular press suggest some employees may find career advancement opportunities undesirable. This paper seeks to provide a theoretical understanding for why employees turn down job promotions by drawing on the job embeddedness framework comprising of fit (compatibility with the role), links (social connections associated with the role), and sacrifice (costs incurred from leaving the role; Mitchell et al., 2001). Furthermore, we incorporate both on-the-job (i.e., work) and off-the-job (i.e., nonwork) perspectives to account for the complex constellation of factors that contribute to employees “staying” in their jobs and declining advancement opportunities. Together, we suggest that employees evaluate the fit, links, and sacrifice of their current job, along with anticipated future levels of fit, links, and sacrifice associated with a promotional role, to “weigh their options” and arrive at career mobility decisions. We outline anticipated contributions and future research directions associated with our proposed framework.