Conducting relevant research is a cornerstone of good academic practice. However, considering academics and practitioners’ divergent paradigms and social systems, it is challenging to undertake impactful research. Indeed, the research–practice gap remains an essential issue in human resource management research. There have been several calls for translating research for dissemination, making it more societally relevant, and beginning conversations and activities that move beyond the confines of the academic context. In fact, research on talent management (TM) has been accused of lagging in offering organizations vision and direction. Understanding the perceived causes and potential solutions for relevant problems is a real need to successfully narrow the TM research–practice gap. Thus, the purpose of this chapter is to offer an in-depth discussion on the research–practice gap in TM. To do so, we first identify the critical dimensions of research relevance that will help us to ground our discussion regarding the applicability of current academic TM research. By doing this, we seek to understand better what is happening with TM research, which should then help provide insights into how its practical impact can be improved.
Gallardo-Gallardo, E. and Thunnissen, M. (2022), "The Quest for Relevant Talent Management Research", Collings, D., Vaiman, V. and Scullion, H. (Ed.) Talent Management: A Decade of Developments (Talent Management), Emerald Publishing Limited, Bingley, pp. 39-63. https://doi.org/10.1108/978-1-80117-834-120221003
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