Citation

(2022), "Index", Collings, D., Vaiman, V. and Scullion, H. (Ed.) Talent Management: A Decade of Developments (Talent Management), Emerald Publishing Limited, Leeds, pp. 177-181. https://doi.org/10.1108/978-1-80117-834-120221010

Publisher

:

Emerald Publishing Limited

Copyright © 2022 David Collings, Vlad Vaiman and Hugh Scullion

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INDEX

Index

AACSB

, 135

Abilities, motivation, and opportunities framework (AMO framework)

, 96–98

Academia

, 45

Academic bubble

, 55

Academic researchers

, 50

Academy of Management (AOM)

, 46

Accelerated promotion rates

, 71

Accessibility in communication style

, 46

Ambidexterity

, 148–149, 159–164

agenda for future research

, 166–169

framework for explaining TM in ambidextrous contexts

, 153–159

literature review

, 150–153

practical implications

, 169–170

Ambidextrous mindset

, 169

Ambidextrous organizations

challenges in work and organization ecosystem

, 150–151

managing HR and talent in

, 151

outcomes of TM in

, 166

talent and TM in

, 154–159

Ambidextrous TM

, 166

Analytical skills

, 71–72

Asgari’s approach

, 89

“Aspire” program

, 31

Assessment

of performance

, 70

of potential

, 67, 69, 135

Autonomy for performance

, 139

BESIX Potential Academy

, 29

Best practices in TM

, 149

Boston Consulting Group (BCG)

, 49

Business schools

, 128

benefits and rewards

, 138–139

context for talent management

, 129–131

exclusive talent management

, 131–134

performance management

, 135–137

talent development

, 137–138

talent identification, recruitment, and selection

, 134–135

tenure, promotion, and retention

, 139–140

“Business writing” style

, 54

Careers

, 71, 86, 93

Chartered Institute of Personnel and Development (CIPD)

, 46

“Classic” tenure track system

, 132

Co-creation workshops

, 47–48

Coevolutionary reasoning

, 169

Communities of practices (CoPs)

, 158

Competencies

, 71

Conceptual equivalence

, 76

Connectors

, 88

Contextual ambidexterity

, 150, 165–166

Coopetition

, 158

Corporate HR

function

, 5

roles

, 110

COVID-19

crisis

, 45

pandemic

, 12, 66, 116, 118–119

Crisis management

, 110–112

Culture and assessments of potential

, 75–77

Cumulative advantage

, 94–95, 100

Cyclical ambidexterity (see Sequential ambidexterity)

Deglobalization

, 113

Digital channels

, 46

Direct value creation

, 95

Disengagement career phase

, 95–96

Drive

, 72

Duality

, 163

Dynamic TM capabilities

, 151–153, 159–166

Emergent leadership

, 72

EQUIS

, 135

Essential workers

, 112

Establishment career phase

, 95

European Association for Advanced Studies in Management (EIASM)

, 1

sworkshops

, 1, 6, 10

European Union (EU)

, 9

Excellence

, 23

Exceptional value

, 88

creation

, 90

“Exclusion–inclusion” paradox

, 6, 11

Exclusive talent management

, 34, 131–134

Exclusive/developed talent philosophy

, 28–29

Exclusive/innate talent philosophy

, 26–28

Exploitation

, 150

Exploration

, 150

External environment

, 108

Faculty

members

, 128

on tenure track

, 132–133

Firms

, 114, 157–158

Fluid workforce, emergence and strengthening of

, 118–120

Formal talent development

, 157

Formalization of selection process

, 134

Foundational dimension

, 71

Freedom

, 131

Full-time equivalents (FTEs)

, 32

Functional equivalence

, 76

Gender and assessments of potential

, 74–75

General Electric (GE)

, 3

General talent pool

, 71

Giftedness

, 23, 26, 28

Gig workers

, 12

Global talent management (GTM)

, 4, 73, 108

challenges

, 5

practices

, 167

Globalization “on pause”

, 113

Growth

, 71

Growth/exploration career phase

, 94–95

Guardians of culture

, 113, 117

High-potential (HiPo)

, 66, 89

employees

, 79

program

, 66–67, 69

Holy grail of organizational aspirations

, 150

Human resource (HR)

, 3, 21, 42, 96, 148

architecture

, 108

departments

, 131

ecosystem

, 149

effectiveness

, 109

management theory

, 75

practitioners and managers

, 45–46

professionals

, 109

TM challenges and HR responses

, 110–122

Human resource management (HRM)

, 2, 40, 109, 148, 159, 163

Hybrid TM

, 164

Hybridity

, 163

Idiosyncratic deal (i-deal)

, 139

IMD

, 134

Inclusive TM

, 4, 34

Inclusive/developed talent philosophy

, 30–31

Inclusive/innate talent philosophy

, 29–30

Indirect value creation

, 95

Information systems journals (IS journals)

, 43

Institutional pressures

, 40

Integrators

, 88

International accreditations and rankings

, 130

International Monetary Fund (IMF)

, 8

Internationalization

, 130

Interpretive flexibility

, 135

“Joined-up” approach

, 113

Junior faculty workshops and consortiums

, 138

Knowing-doing gap

, 47

Knowledge

cocreation

, 48

production problem

, 43, 47

transfer problem

, 43, 47

Leadership

potential

, 71

talent

, 70–71

Learning agility

, 72

Lehman Brothers scandal

, 112

Level based potential

, 70

Lost before translation

, 43

Lost in translation

, 43

Macro talent management (MTM)

, 5–6, 108

Management Progress Study

, 74

McKinsey’s study

, 41

Meritocratic promotion

, 71

Meta-analyses

, 50–51

Metric equivalence

, 76

Middle managers

, 141

Mindset

, 155

Multinational enterprises (MNEs)

, 4, 76

National Academy of Human Resources (NAHR)

, 54

Network intelligence

, 115, 120

Network leadership

, 115, 120

On-the-job learning opportunities

, 157

Organizational behavior

, 40

Organizational leaders

, 99

Organizational strategy

, 108–109

Patriarchy

, 75

Performance management

, 135–137

Performance stars

, 133

Periodical ambidexterity (see Sequential ambidexterity)

Peter Principle

, 69

Phenomenon-driven research

, 34

Potential

, 23, 29, 66–68

culture and assessments of potential

, 75–77

disaggregating potential from performance

, 68–70

gender and assessments

, 74–75

leadership and specialist talent

, 70–71

measurement

, 72–74

Practitioners in research findings

, 52–53

Privileged knowledge

, 44

Process champions

, 117, 120

Productivity stars

, 92

“Professional” management practices

, 130

Promotion

, 139–140

Psychological contracts

, 140

Public sector

, 7

TM in

, 7–9

“Readability problem” of academic research

, 45

Relational stars

, 88

Relevance

, 40, 42, 44, 48

Relevant talent management research

, 40–42, 48

academic research

, 55–56

delayed pace

, 49–50

dimensions

, 42–43

lacks body of evidence

, 50–51

practitioners in research findings

, 52–53

readability

, 51–52

scholars

, 53–54

Research

, 40, 42, 92

Research–practice gap

, 42–43

from practitioners side

, 46–48

from scholars side

, 43–46

Retention

, 8, 139–140

Retirement

, 96

Return on investment (ROI)

, 28, 32

Role based potential

, 70–71

Sequential ambidexterity

, 150, 164

Small-and medium-sized enterprises (SMEs)

, 7

TM in

, 9–10

Specialist talent

, 70–71

Stars

, 86, 99–100, 131–134

adding practical value in research on

, 98–99

careers

, 94–96

as employees and people

, 92–93

exceptional task performance

, 87

exceptional value creation

, 90

lights and shadows

, 90–92

managing and work environments

, 96–98

multiple conceptualizations

, 86–90

perceived individual qualities

, 89–90

performers

, 33

prioritizing refinement and accuracy in stars’ contributions to value creation

, 100–101

prospects for future research on

, 94

scholarship

, 86, 90

tenured faculty

, 133–134

value creation

, 87–88

Strengths

, 23, 30–31

Stress

, 21

Structural ambidexterity

, 150, 165

Symbolic immortality

, 96

Systematic reviews

, 50

T-shaped skills

, 154

Talent

, 66

attraction

, 156–157

as construct

, 22–26

deal

, 133

development

, 137–138

development and retention

, 157–159

identification, recruitment, and selection

, 134–135

journey

, 133

mindsets, abilities, and behaviors in ambidextrous organizations

, 154–155

as phenomenon

, 26–31

talent-sharing

, 168–170

Talent management (TM)

, 1, 20, 40, 86, 107–108, 128, 131, 148

challenges

, 110

contemporary issues

, 12

context

, 6–12

critical perspective

, 10–12

and dynamic TM capabilities

, 151–153

embedded nature

, 109

emergence and strengthening of fluid workforce

, 118–120

framework

, 3

framework for explaining TM in ambidextrous contexts

, 153–159

during globalization pause

, 113–115

inclusive

, 4

intellectual boundaries

, 2

international

, 4–6

key features of traditional and ambidextrous

, 159–166

phenomenon vs.

, 20–31

for remote and hybrid workers

, 116–118

times of crisis

, 111–113

translating TM strategies

, 120–121

Talent philosophies

, 20–21

contributions to theory

, 33–34

implications for research and practice

, 32–33

“talent management” construct vs. phenomenon

, 20–31

Targeted talent pools

, 71

Task performance

, 87

Temporal ambidexterity (see Sequential ambidexterity)

Tenure

, 139–140

trackers

, 131–134

Text analysis

, 45

Think manager–think male phenomenon

, 152

Times of crisis, TM in

, 111–113

Top grading

, 2

Translational equivalence

, 76

Umbrella carriers

, 130–131

United Nations (UN)

, 8

Unity

, 163

Universities

, 128–132, 134

US model

, 130, 132

Utrecht University

, 8–9

“War for Talent”

, 40, 114

“Winners versus losers” hierarchy

, 23

World Bank

, 8

“X factor” thinking in management

, 26