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This paper aims to examine the ways in which discourses of talent management (TM) reinforce and perpetuate structural barriers of exclusion and discrimination. The argument is made that dominant TM discourses must be interrogated if authentic talent development (ATD) practices are to succeed. This interrogation will require a shift from an organizational emphasis on talent identification towards ATD’s focus on talent cultivation.

A conceptual approach is used to critically analyse TM discourses to assess the degree to which they are inclusive. Building upon the work of Debebe (2017), an alternative ATD approach is suggested that, together with the novel concept of authentic otherness, may enable scholars and practitioners to reflect upon current organizational practices and devise new approaches that encourage talent cultivation in diverse employees. This, in turn, may foster a greater sense of organizational belonging.

Findings identify a number of ways in which organizational norms and structures are maintained and perpetuated through dominant, mainstream TM practices. This hinders ATD for many due to social ascription processes. By exploring the concept of “authentic otherness” (Gardiner, 2017), alongside Debebe’s (2017) approach to ATD, the argument is made that systemic inequities in the workplace may be addressed when we create conditions to support the cultivation of talent for all employees.

This paper builds on recent arguments in the critical TM literature concerning the exclusionary nature of mainstream TM practices in organizations. The concept of authentic otherness is clarified and defined with a view to using this new term as a heuristic device to encourage a reflective understanding of how ATD practices can be developed.

The purpose of the article is to investigate the role of talent management and employee psychological contract on employer branding and to develop a pragmatic conceptual model while identifying gaps between core concepts.

The archival method was adopted along with systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has enclosed published research articles between 1960 and 2022 in fields of human resource management (HRM), brand management and psychology. In total, 260 Articles were initially scrutinized, and 230 were systematically reviewed finally to explore core concepts, identify gaps and model development.

This study explored five gaps among key concepts based on systematic review and linked theories, namely, social exchange theory and signaling theory. A conceptual model has been developed to explore the impact of talent management on employer branding with mediating and moderating role of employee psychological contract.

This study is limited to conceptual model development; nevertheless, there is enormous scope for empirically testing the model related to various global contexts in future studies.

The developed conceptual model is a vibrant contribution for future investigations of impact of talent management on employer branding with mediating and moderating role of employee psychological contract in diverse global contexts in wining “war for talent.” This study endows a momentous input to whole frame of HRM knowledge because it discourses significant knowledge gaps amongst relationships and effects of identified variables, which has not been formerly revealed.

The aim of this paper is to discuss the importance of talent management to strategic success, to identify the challenges in building talent power and to explore how to overcome those challenges. It summarizes some of the thinking from the book, The Talent Powered Organization

The paper starts by setting the context around today's major HR issues and the importance of talent management. Talent is now the key to strategic success, but is conversely getting harder to find and easier to lose. In tackling these issues, every organization must deal with a world of change and variability. The paper drills down into how to embed and sustain talent power. It explains the importance of understanding and measuring how talent contributes to an organization's performance and goes on to examine the other capabilities and processes required to ensure that talent is not just retained, but is also actively multiplied.

The paper asserts that an organization needs to put in place key processes in order to retain and actively multiply talent. They include: maintaining visible leadership that is focused on talent; encouraging and rewarding line managers for nurturing talent; and modernizing HR and training to identify, develop and deploy talent to the best effect.

The theory is backed up by examples from different parts of the world that demonstrate practical solutions to tackling specific challenges to building a talent‐powered organization, including: Valero Energy; Yahoo!; Campbell's Soup; Unilever; and SKM.

The paper discusses the importance of talent management to strategic success, in order to identify the challenges in building talent power and to explore how to overcome those challenges.

The purpose of this paper is to provide a suitable framework for managing diversity in organizations coping with social, communication, marketing, and organizational challenges.

The issue of diversity is explored from the organizational, marketing, and corporate communication viewpoints. This multidisciplinary approach leads to the design of qualitative exploratory research based on three case studies of multinational companies.

The companies cover a wide range of diversity, including all visible and non‐visible features, especially in relation to competencies and expertise. They pursue social, competitive and communication aims and strive to reflect internal and external stakeholders' expectations. They all implement integrative managerial practices and show an increasing orientation to the leveraging of people's uniqueness in their daily activity.

Managing the diversity issue means that companies must develop a concept of variety, which involves more than mere diversity. They must balance social, communication, marketing and organizational aims and enhance the development of individual talent. All organizational functions must be included in the definition of a contextual approach to the implementation of diversity policies.

The paper suggests a model centred on the leveraging of variety that goes beyond assimilating minorities and integrating diversity. The “Leveraging Variety Model” takes into account both economic and social pressures in order to maximize the ability to satisfy stakeholders' expectations, reflect the external environment, enhance the knowledge creation potential and communicate effectively from an intercultural perspective.

Based on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this paper extends the understanding of the extent to which Greece's institutional context influences talent management (TM). In so doing, the authors focussed on the key TM practices employed by SMEs to enhance and sustain TM: talent acquisition, development and retention. The authors also explore how these practices are shaped by the Greek institutional context.

Employing a multiple case-study approach, the authors conducted 18 interviews in six distinctive SMEs operating in north, central and southern Greece. The data were thematically analysed to identify patterns across all SMEs.

This study found that unlike multinational corporations, internationally oriented Greek SMEs adopt a more inclusive approach to TM practices as well as that the country's institutional context presented important yet not deterministic hurdles. The authors also found that SMEs adopt an opportunistic approach to talent acquisition by utilising appropriate available sources to reach out for available talent. The authors provided evidence that SMEs adopt a hybrid approach to talent development in addressing talent scarcity. Finally, this study reported that talent retention is significantly appreciated by SMEs, who offer a range of intrinsic and extrinsic incentives to retain their talented workforce.

This study provides stakeholders with insights into how effective TM practices can be considered a lifeline to organisational sustainability – particularly for SMEs in the contemporary challenging and fiercely competitive business environment. It also highlights the potential of inclusive TM practices to be part of an effective workforce management strategy: Relative to the prevailing institutional dynamic, stakeholders (policymakers and human resource practitioners) must engage in the multiple areas of individual talent acquisition, development and retention.

In a context of reforms, this study reports on TM practice in internationally oriented Greek SMEs. The authors also add to the literature on TM in SMEs by providing evidence on the conceptualisation and management of global talent in this context.

Although existing literature emphasizes the significance of diversity and inclusion in management roles for employees, there is a notable absence of a standardized scale to assess employees’ perceptions of an inclusive climate, particularly in relation to practices that encourage acceptance of demographically diverse leaders. This study aims to bridge this gap by developing the perceived inclusion climate for leader diversity (PICLD) scale.

The scale development process was carried out in five phases which included: qualitative component (interviews); test for face validity; check for content validity; construct and criterion-related validity; and nomological network testing.

Following the first three phases of scale development, 12 measurement items were produced. Phase four results indicate that PICLD is distinct from both the intercultural group climate scale and diversity-oriented leadership scale, in which all three scales were found to be positively correlated with job satisfaction. Phase five results show that PICLD positively correlates with organizational justice. Organizational justice also mediates the relationship between PICLD and three employee outcomes (performance, engagement and turnover intention).

Organizations are encouraged to be open to suggestions made by managers from historically marginalized groups that motivate diverse leaders to voice their concerns to foster inclusionary climate perceptions among employees. Welcoming diverse managerial perspectives can dismantle systemic barriers, enabling marginalized leaders to thrive while fostering employees’ perceptions of an inclusionary workplace.

This study introduces the PICLD Scale to enhance comprehension of how policies supporting leader demographic diversity impact employee perceptions of inclusive climate. This research also contributes to the advancement of social exchange theory and literature on organizational justice, performance and engagement.

This article's aim is to describe how strategic outsourcing and energy‐services company Mitie Group plc is helping more women to reach senior executive posts.

The measures the company has taken are described as well as some of the results they have achieved.

The article highlights measures including: a program to encourage women to return to work and develop their careers after taking maternity leave; a maternity‐coaching program to help to retain senior female talent; flexible working hours and a flexible‐leave system; home working and a compressed working‐fortnight option; child‐care vouchers; additional annual‐leave purchase schemes; a diversity week; a mentoring program for female rising stars; and a twice‐yearly employee forum at which gender achievements, progress and initiatives are discussed.

It is explained that the Mitie chief executive, the first Asian woman to head a FTSE 250 company, has set up and remains involved in a mentoring circle for black, Asian and minority‐ethnic women.

The article points up the importance to society of ensuring that women enjoy equal opportunities in the workplace.

The article discusses a company that places huge importance on attracting and retaining female talent while delivering a supportive and inclusive environment for all its people.

The purpose of this paper is to focus on selection of a location which can widely influence business strategy planning and operation profit.

In this paper, the relationship between location strategy and clustering is primarily shown by obtaining location decision criteria and the impact of high‐tech firms with the decision‐making trial and evaluation laboratory (DEMATEL) method. Then, analytic network process (ANP) method is used to explain the value and benefits from cluster location.

The authors study decision‐making for location selection of high‐tech firms in Hsinchu Science Park. The example is based on two dimensions including network effect and transaction cost. Network effect plays a more significant role than transaction cost for this example location selection of high‐tech firms in Hsinchu Science Park. The Science Park is surrounded by entrepreneurial spirit, a significant talent pool, and support infrastructure.

This paper explores how high‐tech managers make their decisions on location strategy in Science Park.

The authors found that cost and benefit factors of network effect dominate the major decision‐making in selection of location and has direct impact on strategic intent. They also have shown that the DEMATEL and ANP approaches are valuable for evaluating this situation.

Using social categorization perspective, the purpose of this paper is to explore the effect of global identity, perceived proximity, and team interdependence on relational conflict in multicultural distributed teams.

Participants were 317 MBA students in 83 multicultural distributed project teams. Structural equation modeling and bootstrap methods were used to test the study model.

The results demonstrate that the indirect effect of global identity on relational conflict, through the pathway of perceived proximity, is moderated by team interdependence. More specifically, global identity leads to higher perceived proximity and lower relational conflict levels under low, rather than high, interdependence levels.

The particular study context (multicultural distributed MBA student project teams) may limit the extent of the generalization of the findings.

The findings presented here can help practitioners in global organizations to defuse relational conflicts in multicultural distributed teams by embracing a global cultural approach and relying on shared global identity in team building, personnel selection, and development. Additionally, managers should be conscientious when they use the practice of facilitating interdependence between team members and assess the need for other interventions.

This study advances multicultural distributed team research by highlighting the role of global identity in reducing relational conflict, identifying the mediation mechanism of perceived proximity, and the boundary conditions of team interdependence levels under which this attenuation effect prevails.