Journal of Organizational Effectiveness: People and Performance: Volume 4 Issue 4


Human Resource Management

Table of contents - Special Issue: Contextualizing talent management strategy

Guest Editors: Vlad Vaiman, David G. Collings, Hugh Scullion

How do strategic actors think about the value of talent management? Moving from talent practice to the practice of talent

Heba Makram, Paul Sparrow, Kay Greasley

The purpose of this paper is to examine the perceptions of strategic actors in multinational organisations and to contribute to our understanding of how multinational…

The talent climate: Creating an organisational context supportive of sustainable talent development through implementation of a strong talent system

Karin A. King

Navigating a dynamic global landscape, businesses must not only define talent strategy but apply it effectively in practice. By intentionally establishing consistent…

Dovetailing talent management and diversity management: the exclusion-inclusion paradox

Dagmar Daubner-Siva, Claartje J. Vinkenburg, Paul G.W. Jansen

The purpose of this paper is to adopt a paradox lens for dovetailing the human resource management sub-domains of talent management (TM) and diversity management (DM), in…

Mapping collaboration networks in talent management research

Eva Gallardo-Gallardo, Liliana Arroyo Moliner, Pedro Gallo

Despite the popularity of talent management (TM), very little has been published on the community of scholars that contribute to the knowledge base of the field. The…

A chief HR officer’s perspective on talent management

Lucien Alziari

The HR function has been through a palette of names and identities, with talent management or human capital management being one more. There is a lack of consistency in…

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  • Prof Graeme Martin