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The present study aims to conduct a critical review of an existing set of practices within the Maltese public sector.

This study is based on interpretivism (people-centred approach) embedded in a pragmatic research paradigm (the use of mixed methods).

Misconceptions about the role and practice of executive coaching in Malta relates to the similar roles ascribed to mentoring, supervision, therapy, consultation, coaching, audit and watchdog under the misnomer of “coaching”.

The main contribution of this research is to the community of professional practitioners as well as to the Maltese central government to improve managerial effectiveness in the Maltese public sector with several endorsed policy-level recommendations presented in the study.

The results suggest a restructuring of a well-defined, structures, systems and dynamics within the Maltese public administration, the ability by senior management including senior public officers (SPOs) to recognise high-potential talents, the need to expand leadership capacity, the establishment of a professional coaching body and a national coaching network framework.

To the best of the authors’ knowledge, this is the first study that investigates the role and impact of executive coaching in the Maltese public sector using quantitative and qualitative empirical data.

The purpose of this paper is to investigate generated themes associated with talent development in the Australian higher education sector. This is because there are pragmatic advantages for universities that are focused on developing talents. For example, talent is a primary source of competitive advantage for educational institutions.

This study depends on the individual interview method as the main tool for data collection. The sample consisted of six participants who are talented. High-level individual interviews were transcribed and thematically analysed using NVivo 11.

Individual interviews have identified four key themes of talent development: performance management, coaching talent, leadership development and talent acquisition.

This study only targeted one country (Australia), and one sector (higher education). Hence, the generalisability of these results is limited to the Australian university sector in Queensland.

This study collects rich and original qualitative data regarding talent development in the higher education domain. Therefore, for instance, the research findings validate what was already found but are significant because practical data rather than theoretical were gathered through a discussion with experts in talent management. This study has a high quality because of strengthening the effect of an in-depth case study.

The study offers a value added to talent management theory through investigating themes of talent development for the higher education sector. This would assist researchers in this field to provide a deeper understanding and develop a theoretical foundation for their further studies. This implication is unique to the advancement of talent management theory.

This paper aims to fill a void in existing research by focusing on in-company efforts to develop supply chain (SC) talent, with a specific focus on the role that executives can play in this process. This study uses the resource-based view (RBV) of the firm and theory of training motivation as theoretical background for the exploration. In addition to that, this paper provides meaningful information for executives aspiring to contribute to the development of supply chain management (SCM) talent including the primary drivers, benefits, barriers and bridges (Fawcett et al., 2008). Using this framework will lead to the development of a conceptual model to facilitate future research efforts.

This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent.

In all three case companies’ executive engagement was high and the executives acted as champions of the SC talent development program including designing and stewardship of the program. They also got personally involved in recruiting, training and mentoring. In alignment with the RBV of the firm, all three case companies were strongly driven by a need to improve the competitive advantage of their firm through the SC competencies and capabilities. This strategic directive is driven by the executive suite and typically involved a combination of goals including improving functional capability development, internal stakeholder relationships and growth in business value contributions. This leads to the need for attracting new talent, due to talent shortages and developing more future-proof capabilities of the SC talent. Talent that is future-proof can effectively handle the current scope of work and successfully implement changes that the SCM strategy aspires to. Hence, the executive ownership is very much driven by a strategic imperative to improve the knowledge, skills and abilities and critical realization of the importance of talent recruitment and development. This study also finds that there are very specific SCM drivers, benefits, barriers and bridges in play making it important for SCM executives and teams to engage and not rely on generic human resource (HR) processes and frameworks only.

We found that in the three case companies’ executive engagement in talent development had a positive impact. We also identified specific roles of the executives such as, the benefit of engagement across multiple hierarchical layers of the organization and, the risk of programs being shorter lived when focused on a narrower talent issue. Our research focus contributes to the existing supply chain literature involving talent management. It also suggests actions for supply chain executives, for the educational provision of universities and multiple research opportunities.

There is no evidence of prior research in fields of HR management, talent development or SCM related to the impact of executive engagement in this process. This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent. Findings show the critical impact of personal and extended engagement of senior-level executives and their leadership teams, in SC talent development. This paper offers specific techniques and approaches, generates suggestions for further research, managerial action and university implications.

Advances the view that those responsible for leading adult learning and performance improvement needs to take into account how adults truly learn.

Lays out eight imperatives – based on the authors' research and experience with adult learners – which must be taken into consideration when designing, implementing and assessing adult-learning experiences in the modern workplace.

Lists these imperatives as: relevance, importance and utility are paramount; hubris and ego can roadblock learning; the credibility of the information source is important; never underestimate the importance of clear learning objectives; adults learn by engagement and doing; accountability for learning is critical; adult learners need coaching and feedback; and plan to stave off learning distractions.

Aims to get trainers to think through the specific things that can help to increase and accelerate learning across the spectrum of adult-learning opportunities in the modern workplace.

Claims that, when leaders incorporate these imperatives in their learning initiatives, learning is more productive and the likelihood of a good return-on-investment rises. When these imperatives are ignored or not taken seriously, time, talent and treasure are wasted and leaders risk damaging their own credibility.

The purpose of this paper is to determine key competencies used by organizations in identifying high potential employees. It also seeks to examine practices and programs to manage such employees and finally to identify problems encountered in the development programs.

The respondents of the study were HR practitioners. Convenient sampling was used and the respondents answered survey forms that were sent out using regular mails and e-mails. As a result, 237 forms were generated and used for analyses. In order to test construct validity, factor analyses were performed and mean values of each variable were also used for interpretations.

Employers put highest emphasis on employees who were customer service oriented. Three major competences were identified – results-oriented character, interpersonal competence and technical competence/flexibility. The most common method to identify potential was performance appraisal by immediate superiors. The most common method to develop high potential employees was job enlargement and the most common problem in the development programs was in dealing with those who had personal and work-life balance.

Performance appraisal done by immediate supervisor may not be the best method to gauge future performance and should be coupled with performance review or discussion with the superiors. Job experience is still effective in developing potential. Specific policies that help employees to balance personal and work life are important in development programs.

The responses from the HR practitioners shed some lights on what major competences are important in identifying potential that can be used in talent management.

This paper analyses the media ownership of professional sports teams. The theory of vertical integration is used to identify internal efficiency gains, lower uncertainty and increased market power as general explanations. The industryspecific reasons are examined, particularly the importance of securing access to broadcasting rights. The potential implications for teams, leagues and fans are discussed. It is suggested that media ownership of teams may undermine the sporting and financial viability of leagues thus necessitating intervention by sports administrators and government regulators.

By using table tennis as an example and conducting an in-depth investigation into the impact of market demand factors on membership consumption of table tennis club members in the USA, the purpose of this paper is to illustrate the opportunities and marketing efforts needed for Asian sports to survive and thrive in North America, in which consumer demand factors assessing core program features of table tennis clubs were found to be very influential of cognitive, affective, and behavioral consumptions of table tennis club members.

Through conducting a review of literature, observations of club operations, and interviews of club administrators and club members representing various table tennis clubs, a preliminary questionnaire was formulated for this study. The initial questionnaire was submitted to a panel of five experts, for a test of content validity. By incorporating their suggestions, editing was made to improve a number of the items in the questionnaire. Data collection took place in two national table tennis tournaments, two local tournaments, and six table tennis clubs. Procedures in SPSS 19.0 (SPSS, 2009) and Mplus 5.21 were carried out for data analyses.

The findings of this study are that market demand factors would be significantly related to consumer perceived benefits and perceived value, and in turn related to consumer satisfaction of table tennis club membership. The market demand factors had a positive impact on perceived value and benefits confirmed the theoretical framework and previous research findings, which also made a practical sense that a table tennis club needs to offer product features and meet expectations of its current and potential members in order to enhance program value and benefits perceived by its members.

The past two decades have marked the speediest rise of a globalized sport production and consumption trend. In an era of globalized sport marketplace, sports have become a business commodity to meet the needs of commerce. For an Asian sport to penetrate into the North American marketplace as table tennis has done, it would be wise to develop regional network, strategies, product, and promotions. It is expected that table tennis as a popular Asian sport will continue being spread to other parts of the world; thus, the findings of this study have potential relevance to promoting table tennis globally.

The purpose of this paper was to identify talent development practices and processes that enhance professional and career growth of employees in South African higher education institutions (HEIs).

A quantitative study was carried out to investigate the subject matter. A structured questionnaire was used to collect the data from 265 academics in three South African HEIs. The Statistical Package for the Social Sciences, version 27.0, was used to analyse the data. Cronbach’s alpha coefficient and factor analysis were used to test the reliability and validity of the measuring instrument. Pearson’s correlations and regression analysis were used to interpret the relationship between the independent and dependent variables.

The results of the Pearson correlation test established a strong positive influence of training development, coaching and mentoring and career development on talent development. On the other hand, linear regression results indicated that training and development, coaching and mentoring and career development made a strong contribution to the model.

The scope of the study only applied to South African HEIs, making the generalisation of the findings to be limited because of the differences in an organisational context. Hence, future research should focus on different industries.

The study contributes to understanding how talent development can be leveraged to assist academics in HEIs to improve their professional and career goals. The findings suggest that HEIs must invest in talent development to help academics acquire the skills, knowledge and competencies required to perform their tasks.

This paper sheds more light on talent development practices and processes that enhance academic skills, knowledge and competencies in HEIs. Moreover, the study expands on the findings of prior studies concerning talent development in learning organisations.