To read the full version of this content please select one of the options below:

Integrating talent and knowledge management: where are the benefits?

Eoin Whelan (Lecturer in Information Management, Kemmy Business School, University of Limerick, Ireland)
Marian Carcary (Post doctoral researcher in the University of Limerick, Ireland)

Journal of Knowledge Management

ISSN: 1367-3270

Publication date: 19 July 2011

Abstract

Purpose

The purpose of this paper is to examine how the principles of talent management (TM) can be leveraged to enhance an organization's knowledge management (KM) initiatives.

Design/methodology/approach

This paper critically reviews the literature pertaining to the emerging concept of TM and specifically that which focuses on “smart talent management” i.e. the fusion of TM and KM concepts. The authors offer insights as to how TM can benefit KM and then discuss these insights with a focus group of KM practitioners.

Findings

The fusion of the two concepts has so far only been considered by human resource scholars who have tended to examine how learnings from the field of KM can be leveraged to advance TM. The authors confront the issue in reverse and identify five KM concerns – identifying key knowledge workers, knowledge creation, knowledge sharing, developing knowledge competencies, and knowledge retention – which they argue can be advanced through the application of TM principles. Their focus group confirms that these KM concerns can benefit from the integration of TM principles, but some more than others.

Originality/value

The fusion of TM and KM has so far only been considered from a HR perspective. This paper examines the fusion of the two concepts from a KM perspective. Five specific KM concerns which can benefit from the integration of a TM approach are detailed and then validated by a focus group of KM practitioners.

Keywords

Citation

Whelan, E. and Carcary, M. (2011), "Integrating talent and knowledge management: where are the benefits?", Journal of Knowledge Management, Vol. 15 No. 4, pp. 675-687. https://doi.org/10.1108/13673271111152018

Publisher

:

Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited